BP Annual Report and Form 20-F 2019 PDF

BP Annual Report and Form 20-F 2019
Our purpose
is reimagining
energy for people
and our planet.
We want to help the world
reach net zero and improve
people’s lives.
We will aim to dramatically reduce carbon in

our operations and production and grow new
low carbon businesses, products and services.
We will advocate for fundamental and rapid

progress towards Paris and strive to be
a leader in transparency.
We know we don’t have all the answers

and will listen to and work with others.
We want to be an energy company with

purpose; one that is trusted by society,
valued by shareholders and motivating
for everyone who works at BP.
We believe we have the experience and

expertise, the relationships and the reach,
the skill and the will, to do this.
Strategic report Financial statements
Chairman’s letter 2 Consolidated financial statements 131
Chief executive officer’s letter 4 of the BP group
Our ambition for the energy transition 6 Notes on the financial statements 157
At a glance 8 Supplementary information on 232

oil and natural gas (unaudited)
Global context 10
Parent company financial statements 260
Our business model 14 of BP p.l.c.
Our strategy 16
Our investment process 19
Our strategy in action 24
Additional disclosures 297
Measuring our progress 32
Group performance 36 Shareholder information 327
Sustainability 39 Glossary 337
Upstream 50 Non-GAAP measures 344

Downstream 56
reconciliations
Rosneft 61 Signatures 347
Other businesses and corporate 63 Cross-reference to Form 20-F 348
Alternative Energy 63 Information about this report 349

Section 172 statement 66 Exhibits 349
How we manage risk 68
Risk factors 70
Corporate governance
Board of directors 74
Executive team 78
The leadership team 80
Introduction from the chair 82
Board activities in 2019 84
How the board has engaged with shareholders, 88
the workforce and other stakeholders
Nomination and governance committee 90
Audit committee 91
Safety, environment and security 96
assurance committee
Geopolitical committee 98
Chairman’s committee 99
Directors’ remuneration report 100
Remuneration committee 101
Directors’ statements 128
Navigating our reports
Our fast read Our reporting centre Glossary

provides a concise summary of the annual brings together all our key reports, including our Like any industry, ours has its own unique language.
report, highlighting strategy, performance and sustainability report, as well as other reports on how For that reason, words and terms marked with 
sustainability information. we see the energy market evolving in the future. are defined in the glossary on page 337.
bp.com/annualreport. bp.com/reportingcentre.
BP Annual Report and Form 20-F 2019 1

Chairman’s
letter
“
We enter a new
decade with a new
company purpose:
to reimagine energy
for people and
our planet.”
Our investor proposition

Growing sustainable free cash flow
and distributions to shareholders over
the long term.
$8.3bn
total dividends distributed
to BP shareholders
(2018 $8.1bn)
6.9%
annual dividend yield
ordinary share
(2018 6.3%)
2 BP Annual Report and Form 20-F 2019

Strategic report
Dear fellow shareholders, focused on evolving BP’s strategy and Our focus throughout 2020
As I write, the world is facing an portfolio to address the challenges of One of the focal points for the board in
unprecedented set of challenges. The tomorrow. This focus has included 2020 will be BP’s capital markets day
coronavirus pandemic (COVID-19) is ensuring the smooth transition in in September, when Bernard and his
spreading rapidly, with tragic consequences leadership from Bob to Bernard, followed leadership team will lay out more detail
for many people across many geographies. by regular engagement by the board with about the strategy, near-term targets and
Global efforts to stop the virus are also Bernard and his new leadership team to ways to measure progress. It will be the
having significant economic consequences. develop BP’s purpose and net zero moment the vision and ambition set out in
And in an oil market where demand has ambition. This is a process which has February becomes much more concrete.
fallen, supply has sharply increased. been supported by our dialogue with We will do this while ensuring that we
investors, governments, employees maintain a strong focus on high quality and
Though unprecedented, a global energy
and other key stakeholders. efficient operations and on delivering the
company like BP should be prepared for
promises we have made to our investors
such challenges. Our enduring commitments
BP is now set for a future that is different My thanks to you all
BP is indeed prepared. Our global
to its past, but some things won’t change. In addition to thanking Bob, two other
operating structure and long time-
BP’s values-based culture will be maintained departing senior leaders deserve a special
horizons are intended to mitigate the
and further developed. BP’s purpose and mention – chief financial officer Brian
effect of near-term shocks. That is how
ambition reflect its culture, and together Gilvary, who has decided to step down from
BP has approached shocks and volatility
they position BP well to develop as an the board in June after eight years in the job,
in its 110-year history, and that is how
increasingly sustainable company. and Downstream chief executive Tufan
we will approach this storm too. In
Erginbilgic, who leaves BP at the end of
particular, the past decade has given Our commitment to safe and reliable
March. On behalf of the board, I extend my
BP unique experience in successfully operations will remain paramount. BP’s
thanks and my deep appreciation for the
handling crises – and we enter this one safety performance has seen near
profound contributions they each made
even better prepared. continuous improvement since 2010, and
during an important period for the company.
we must continue to learn and improve.
But in this world of change, BP itself is also
We believe that the new organizational Of course, each of our employees has a
changing. We enter a new decade with a
structure BP set out last month will help very important role to play in BP’s progress,
new company purpose: to reimagine
to reinforce this commitment. and they should be recognized. On behalf
energy for people and our planet. We have
of the board I extend my sincere thanks to
also set a new ambition: to become a net As well as our enduring commitment
all our people for a job well done in 2019.
zero company by 2050 or sooner, and to to safety, BP’s commitment to its
help the world get to net zero. And to lead relationships and partnerships will not Today, BP’s engagement with its
and deliver on both we have a new chief change, including with governments customers, suppliers, shareholders,
executive officer, Bernard Looney, who around the world. BP intends to use its employees and others is wider and deeper
took on the role on 5 February 2020. energy market experience, skills and than ever, but it has to further develop as
technology to help countries, cities and we progress on our journey. I therefore want
Evolving for an uncertain world
corporations decarbonize, while at the to use this opportunity to thank you, BP
This is a new direction for BP, and it is only
same time building a thriving, lower shareholders, for your continued support
possible because of the foundation laid by
carbon energy business. and engagement during 2019, including
Bob Dudley. Bob served as BP’s group
through your votes at our AGM in May. Your
chief executive with distinction for almost BP’s new ambition also gives us extra
challenge and input have been important in
a decade, and he and his team deserve reason to maintain the capital discipline
our effort to set a new strategic direction.
our considerable thanks for guiding BP to and focus that has served the company so
I look forward to continuing our dialogue.
a position of operational and financial well. We can only reimagine energy if we
strength and deepened resilience. generate the cash needed to manage the
balance sheet, invest in new low carbon
At these times, BP’s 110-year history of
businesses, and continue to pay the
navigating uncertainty is also reassuring.
dividend on which you, our owners, depend.
Your company has anticipated and
That is how we will meet our ambition. It is
responded to change many times over. Helge Lund
something that I, together with the BP
Indeed, throughout 2019 your board has Chairman
board, look forward to working on with
Bernard and his executive team. 18 March 2020

Chief executive
officer’s letter
Dear fellow shareholders, Reimagining and reinventing energy Our investor proposition will remain
As we publish this report, the world is In February, we announced a new unchanged as we lay out new near-term
working through extraordinarily difficult purpose for BP, and a major reorganization plans later this year. This includes our
times. Countries around the globe are to deliver our new ambition to be a net commitment to growing sustainable free
battling the coronavirus pandemic zero company by 2050 or sooner and help cash flow and returns to shareholders
(COVID-19). People’s lives are being the world get to net zero. over the long term.
hugely disrupted, with tragic
The current market shocks only reaffirm We will continue to maintain a strong
consequences for many. The financial
the need for this reimagining of energy and financial frame, including a focus on
markets are reflecting the disruption and
reinvention of BP. Our current upstream- deleveraging our balance sheet and
our sector is particularly hard hit, not just
downstream structure has served us well staying within a disciplined frame for our
by a virus-related shock to demand but by
for over a century, but I believe we now capital expenditure.
a supply-side shock as well.
need a different model for the rapidly
And now, more than ever, we will focus
At BP, we are taking calm and deliberate changing demands of the future. We need
on managing costs, pursuing efficiencies
actions for the well-being of our people an agile, highly integrated structure that is
and driving waste out of the system.
and the health of your company. We do more focused than ever on our core
so with a robust balance sheet, strong capabilities in operations, customers, low A force for good and competitive returns
liquidity and the flexibility in our portfolio carbon and innovation. The leadership team This new decade is a pivotal time for BP.
and financial framework that provide us is working with the board to develop this We will continue to be an energy business,
with options. structure, along with a new strategy and but a very different kind of energy business
near-term targets, which we intend to in years to come. We may not get
A resilient company
share with you in September 2020. everything right along the way and will
This resilience is a tribute to Bob Dudley’s
need to listen and learn from others, not
leadership over the past decade. I see huge opportunity for BP given our
least you, our owners.
Following the Deepwater Horizon distinctive combination of reach,
accident, Bob’s steady hand has guided resources and relationships. The world will But with your continued support we
BP through recovery and back to growth need to invest trillions of dollars in new expect to become leaner, faster-moving,
as a safer, stronger and more disciplined energies over the next several decades. lower carbon – and more valuable.
company – one that has delivered We have the skill and the will to help the Our destination is a thriving, sustainable
consistently for 12 consecutive quarters world deliver a rapid energy transition. energy business in a net zero world. One
on the plan we put forward in 2017. that is a motivating and inspiring place to
Performing while transforming
• We made an underlying profit of This may be our most wide-ranging work for our employees. That is wanted
$10 billion in 2019. reorganization for more than a century, but as well as needed by society. And one
• Operating cash flow was strong at I want to assure you of our commitment that is valued by you, our shareholders, as
$26 billion for the year. to perform as we transform. Among many a force for good as well as a provider of
• That gave us the confidence to increase significant changes, however, there will be competitive returns.
our dividend, which currently stands at no change to the fundamental principles
10.5c per ordinary share. that have served us well over the last
decade and which apply equally in low
During 2019, two colleagues sadly lost
price environments as well as high.
their lives while working at BP. My heart
goes out to their families and friends. We Above all, our commitment to safe and
must learn from these tragedies and reliable operations remains unchanged. Bernard Looney
continue to make BP safer. I believe that Safety will always be a BP core value and Chief executive officer
we can build on progress that last year we believe that the new structure we are 18 March 2020
saw our lowest-ever figure for BP people introducing will further strengthen our
getting hurt at work (our recordable injury safety performance.
frequency measure).
Profit attributable to
BP shareholders
$4.0bn
Nearest GAAP equivalent
to underlying profit.

Strategic report
“
Our destination is a
thriving, sustainable
energy business in a
net zero world. One
that is a motivating
and inspiring place
to work for our
employees.”
Our purpose is reimagining energy

for people and our planet. This will
frame our thinking, our activities
and our interactions.
Introducing a new structure, new

leadership team and new ways
of working.
Our commitment to safe and

reliable operations remains
unchanged. And our investor
proposition remains unchanged.

Our ambition is to be a net
zero company by 2050
or sooner and to help the
world get to net zero.
Our ambition for the energy transition
Pursuing a strategy that is Responding to increased shareholder interest

consistent with the Paris goals
In 2019 the board recommended that The CA100+ resolution, which requires BP
The world needs a rapid transition to net
shareholders support a special resolution to respond to a number of different elements,
zero and to reimagine the global energy
requisitioned by Climate Action 100+ passed with more than 99% of the vote.
system. This presents an opportunity for
(CA100+) on climate change disclosures. These responses are contained throughout
BP to provide the cleaner energy the
this annual report.
world wants and needs.
We see opportunities in helping the The CA100+ resolution, which includes safeguards such as for commercially confidential and
world decarbonize through new competitively sensitive information, is on page 337. Key terms related to this resolution response
business models and creating cleaner are indicated with  and defined in the glossary on page 337. These should be reviewed with
cities. We plan to provide more the following information.
information on our future strategy and Element of the CA100+ resolution Related content Where
near-term plans at our capital markets Strategy that the board considers in good faith Our strategy 16
day in September 2020. to be consistent with the Paris goals.
For more information about how we How BP evaluates each new material capex investment Our investment process 19
believe our current strategy is consistent for consistency with the Paris goals and other outcomes
with the Paris goals, see page 17. relevant to BP’s strategy.
Disclosure of BP’s principal metrics and relevant Measuring our progress 17
targets or goals over the short, medium and long
term, consistent with the Paris goals.
Anticipated levels of investment in: Financial framework 18
(i) Oil and gas resources and reserves
(ii) Other energy sources and technologies.
BP’s targets to promote operational GHG reductions. Sustainability 40
Estimated carbon intensity of BP’s energy products Sustainability 40
and progress over time.
Any linkage between above targets and executive pay Directors’ remuneration report 100
remuneration. 2019 annual bonus outcome 105
2020 remuneration: Policy on a page 110

Strategic report
This is supported by 10 aims, which when taken

collectively, set out a path that we believe is
consistent with the Paris goals.
Five aims to get BP to net zero
Aim 1 is to be net zero Aim 2 is to be net zero on Aim 3 is to cut the carbon Aim 4 is to install methane Aim 5 is to increase the
across our entire operations an absolute basis across intensity of the products measurement at all our proportion of investment
on an absolute basis by the carbon in our upstream we sell by 50% by 2050 or existing major oil and gas we make into our non-oil
2050 or sooner. This aim oil and gas production by sooner. This is a lifecycle processing sites by 2023, and gas businesses. Over
relates to Scope 1 and 2 GHG 2050 or sooner. This aim carbon intensity approach, publish the data, and then time, as investment goes up
emissions. relates to Scope 3 emissions, per unit of energy. It covers drive a 50% reduction in in low and no carbon, we see
and is on a BP equity share marketing sales of energy methane intensity of our it going down in oil and gas.
For more on our basis excluding Rosneft. products and potentially, in operations. And we will work
operational emissions, to influence our joint ventures
future, certain other products
see Sustainability, See Sustainability, to set their own methane
e.g. associated with land
page 40. page 40.
carbon projects. intensity targets of 0.2%.
See Sustainability, See Modernizing the

page 40. whole group, page 31.
Five aims to help the world get to net zero
Aim 6 is to more actively Aim 7 is to incentivize our Aim 8 is to set new Aim 9 is to be recognized Aim 10 is to launch a new
advocate for policies that global workforce to deliver expectations for our as an industry leader for team to create integrated
support net zero, including on our aims and mobilize relationships with trade the transparency of our clean energy and mobility
carbon pricing. We will them to become advocates associations around the reporting. On 12 February solutions. The team will
stop corporate reputation for net zero. This will include globe. We will make the 2020, we declared our support help countries, cities and
advertising campaigns and increasing the percentage case for our views on for the recommendations of corporations around the
re-direct resources to promote of remuneration linked to climate change within the the Task Force on Climate- world decarbonize.
well-designed climate policies. emissions reductions for associations we belong to and related Financial Disclosures
In future, any corporate leadership and around we will be transparent where (TCFD). We intend to work
advertising will be to push 37,000 employees. we differ. And where we can’t constructively with the TCFD
for progressive climate policy; reach alignment, we will be and others – such as the
communicate our net zero See Directors’ prepared to leave. Sustainability Accounting
remuneration report,
ambition; invite ideas; or build Standards Board – to develop
page 100. See Sustainability,
collaboration. We will continue good practices and standards
page 49 and bp.com/
to run recruitment campaigns for transparency.
tradeassociations.
and advertise our products,
services and partnerships – See Sustainability,
page 44.
although we aim for these to
increasingly be low carbon.
See bp.com/sustainability.

2019 at a glance
Our scale, our reach and range of activities,
from exploration to refining and biofuels to solar,
make us a truly global energy provider.
This section gives an overview of BP’s structure, scale and performance

in 2019. For details of our future structure, see pages 15 and 80.
Upstream
Responsible for oil and natural gas exploration, field development
and production, gas and power marketing and trading activities.
Replacement cost (RC) profit Underlying RC profit
before interest and tax before interest and tax
$4.9bn $11.2bn
(2018 $14.3bn) (2018 $14.6bn)
Rosneft
We have a 19.75% shareholding in Rosneft, one of
Russia’s largest oil and gas companies, which has
both upstream and downstream operations.
RC profit before Underlying RC profit
interest and tax before interest and tax
$2.3bn $2.4bn
(2018 $2.2bn) (2018 $2.3bn)
Other businesses
and corporate Downstream
Comprises our Alternative Energy business as Comprises the manufacturing and marketing of fuels, lubricants, and
well as a number of corporate activities. petrochemicals, as well as our oil integrated supply and trading function.
RC loss before Underlying RC loss RC profit before Underlying RC profit
interest and tax before interest and tax interest and tax before interest and tax
$(2.8)bn $(1.3)bn $6.5bn $6.4bn

(2018 $(3.5)bn) (2018 $(1.6)bn) (2018 $6.9bn) (2018 $7.6bn)

Strategic report
Scale Performance Advancing low carbon

We are an integrated energy business. We Our 2019 performance has helped us We are committed to advancing a low carbon
have operations in Europe, North and South deliver for our shareholders and other future. We will aim to dramatically reduce
America, Australasia, Asia and Africa. stakeholders, including energy carbon in our operations and in our production,
consumers worldwide. and grow new lower carbon businesses,
products and services.
70,100
employees
98
tier 1 and 2 process safety events
>20
years in renewable businesses
(2018 73,000) (2018 72) KPI
79
countries
$4.0bn
profit attributable to BP shareholders
>$500m
invested in low carbon activities in 2019
(2018 78) (2018 $9.4bn)
19,341
million barrels of oil equivalent –
$10.0bn
underlying RC profit
>7,500
BP Chargemaster charging points in the UK
group proved hydrocarbon reservesa (2018 $12.7bn) KPI
(2018 19,945mmboe)
18,900
retail sites
94.9%
downstream refining availability
13
countries where Lightsource BP
(2018 18,700) (2018 95.0%) KPI is active
3.8
million barrels of oil equivalent per day
– group hydrocarbon productiona
(2018 3.7mmboe/d)
a On a combined basis of subsidiaries and equity-accounted entities.
KPI See key performance indicators on page 32.

Global context
Many forces and trends are fundamentally changing
the business environment, creating uncertainties and
influencing the way we operate. We monitor these
trends closely and explore the forces shaping the
global energy transition.
Megatrends BP Energy Outlook 2019

The exact pace and nature of the
Our Outlook explores the forces shaping the Scenarios
energy transition is unclear, but it
global energy transition out to 2040 and the • Evolving transition: assumes that government
is clear that the market for our policies, technology and social preferences
key uncertainties surrounding it. The 2019
products is changing. Megatrends continue to evolve in a manner and speed seen
Outlook considers a range of scenarios. They
affecting our industry include: over the recent past.
have some common features, such as ongoing
• Rapid transition: envisages a more rapid
economic growth and a shift towards a lower
Growing global concern over transition to a lower carbon energy system,
carbon fuel mix, but differ in terms of policy, through a reduction in emissions stemming from
climate change
technology and behavioural assumptions. greater energy efficiency, fuel switching and use
Rapidly advancing digital of carbon capture, use and storage (CCUS).
technology, affecting all For more information see bp.com/energyoutlook.
aspects of economic activity The BP Energy Outlook 2020 will be published
later in the year.
Increasing prosperity in the
emerging world driving Global carbon emissions
economic growth (GtCO2)
Changing societal expectations 50

of corporations 45
Shifting geopolitical trends as 40
trade, economies and 35

relationships change over time 30
25
Growing global concern over 20

climate change is a key driving 15
force among these trends. The 10
way the world responds to this,
5
and the resulting impact on
the energy sector, is the most 0
1970 1980 1990 2000 2010 2020 2030 2040
significant uncertainty we face.
Evolving transition
Rapid transition
Source: BP Energy Outlook 2019

Strategic report
The transition envisaged in the 2019 Outlook
The world economy continues to grow, Demand for energy is set to But carbon emissions need to fall sharply
driven by increasing prosperity grow significantly • There is a growing commitment around
• The global population grows by 1.7 billion, • Global energy demand increases by about the world to move to a pathway consistent
reaching close to 9.2 billion people in 2040. 20-35% by 2040 in the different scenarios. with meeting the climate goals of the
• The global economy more than doubles over • The vast majority of demand growth comes Paris Agreementa.
the next 25 years, with twice as much from developing economies to support their • To help achieve this, the world needs to
economic activity in 2040 than we see today. industry and infrastructure and allow living transition to a lower carbon energy system.
• The emergence of a large and growing standards to keep improving.
middle class, particularly in emerging Asia,
is an increasingly important force shaping
growth and energy trends.
The key dimensions of the energy transition

To meet the Paris goals, we believe the world must take strong action on a range of fronts. The pace at which the transition can be
achieved and the precise mix of elements
Improving energy efficiency, to Switching to lower or zero carbon liquid is uncertain.
decouple energy demand growth and gaseous fuels, particularly in areas
There are many possible pathways to meeting
from growing prosperity. such as heavy transport.
the Paris goals and we use different scenarios
Rapid growth in renewable energy and Deploying carbon-removal technologies, to explore this uncertainty. When we evaluate
other low or zero carbon energy sources. such as CCUS, at scale. the consistency of our new material capex
investments with the Paris goals, we
Increasing the share of electricity in Promoting natural climate solutions,
consider a range of different possible
final energy use and decarbonizing including the management and restoration
power generation. of habitats, and the role of carbon credits.
pathways and scenarios, see page 21.
a Paris Agreement: (1) Article 2.1(a) of the Paris Agreement states the goal of ‘Holding the increase in the global average temperature to well below 2°C above pre-industrial levels and pursuing
efforts to limit the temperature increase to 1.5°C above pre-industrial levels, recognizing that this would significantly reduce the risks and impacts of climate change.’ (2) Article 4.1 of the
Paris Agreement: In order to achieve the long-term temperature goal set out in Article 2, parties aim to reach global peaking of greenhouse gas emissions as soon as possible, recognizing
that peaking will take longer for developing country parties, and to undertake rapid reductions thereafter in accordance with best available science, so as to achieve a balance between
anthropogenic emissions by sources and removals by sinks of greenhouse gases in the second half of this century, on the basis of equity, and in the context of sustainable development and
efforts to eradicate poverty.

The changing energy mix
Increased demand for energy is likely to be
met over the coming decades through a
diverse range of supplies including renewable
Primary energy consumption by fuel
Exajoules (EJ)
85%
of primary energy growth
energy, oil and natural gas. 800 2040
is from renewables and
The energy mix is shifting as the transition to a 700 natural gas in our ‘evolving
lower carbon energy system continues, with transition’ scenario
renewable energy and natural gas gaining in 600
importance relative to oil and coal.
500
Scenarios
• Evolving transition: renewables and natural 400
gas account for almost 85% of the growth in

300
primary energy by 2040, with their
importance increasing relative to all other 200
sources of energy.
• Rapid transition: renewable energy grows 100
rapidly, accounting for more than the entire
increase in primary energy by 2040 – and a 0
2017 Evolving Rapid
sharp contraction in the use of coal. The transition transition
level of oil consumption falls, but gas
Renew* Nuclear Gas
continues to grow aided by increasing use Hydro Coal Oil
of carbon capture, use and storage (CCUS).
* Renewables includes wind, solar, geothermal,
biomass and biofuels
What this means for oil and gas

The BP Energy Outlook 2019 considers a range Demand and supply of oil
of scenarios for oil demand, with the timing of (Mb/d)
the peak in demand varying from the next few 140
years to beyond 2040.
Despite these differences, the scenarios 120
share two common features. First, they

each suggest that oil will continue to play a 100
significant role in the global energy system

in 2040, with the level of oil demand in 2040 80
ranging from around 80Mb/d to 100Mb/d.

Second, significant levels of investment are 60
required for there to be sufficient supplies of

oil to meet demand in 2040. 40
Similarly there is a wide range of uncertainty 20

in relation to the role of gas in the energy mix
even in scenarios that achieve the Paris goals, 0
with different organizations using significantly 1970 1980 1990 2000 2010 2020 2030 2040
different assumptions. Those with a higher
Evolving transition Supply with no investments in new fields
proportion of CCUS see a higher demand for Rapid transition
gas, and in the outlook’s ‘rapid transition’
scenario, close to a third of natural gas in
2040 is being used in conjunction with CCUS.

Strategic report
Achieving the Paris goals – a multitude of pathways
There are many different pathways to Global carbon emissions from energy use
achieve the Paris goals, with substantial (GtCO2)
variation in the implied energy mix. 40
The Intergovernmental Panel on Climate

Change (IPCC) is the United Nations’ body 30
for assessing the science related to climate
change. It is the leading source of data that
20
summarises the potential pathways to
achieve the Paris goals. The IPCC compiles
a database of the published results on 10
mitigation pathways from modelling teams

around the world. 0
The chart shows a range of modelled

pathways for carbon emissions from energy -10
and industrial use, collected by the IPCC,
that meet the long-term temperature goals -20
in the Paris Agreement, together with the
1980 1990 2000 2010 2020 2030 2040 2050 2060 2070 2080 2090 2100
paths associated with two of BP’s own
Energy Outlook ‘evolving transition’
scenarios. The ‘rapid transition’ scenario Range of scenarios collected by the IPCC which
IEA SDS
meet the long-term temperature goals of the
clearly sits well within the range. Also Paris Agreement Energy Outlook ‘rapid transition’
highlighted is the ‘Sustainable Development
Source: Integrated Assessment Modeling Consortium (IAMC) 1.5°C Scenario Explorer and Data hosted
Scenario’ from the International Energy by International Institute for Applied Systems Analysis (IIASA), release 2.0. Scenario data has
Agency (IEA SDS), which is often cited been rebased to common starting point that matches the BP Energy Outlook history for 2015.
as a reference case for a scenario that is

consistent with meeting the Paris goals.
Global energy markets in 2019
The world economy grew at 2.4% in 2019, Oil Natural gas

reflecting slower growth in both advanced and • Dated Brent crude oil prices averaged • Gas spot prices dropped in all three
emerging economies, amid weakening trade $64 per barrel in 2019 – a 9% decrease key regional markets in 2019.
and investment. This was below the average from 2018 levels but almost 30% above • Global consumptionc growth slowed
of around 3% seen over the past 10 years. the 2015-17 average. down in 2019 compared with the
Growth in advanced economies was 1.6% in • Global consumptionb increased by exceptional growth in 2018, driven by
2019 while in emerging markets was 3.5%a. 0.9 million barrels per day (mmb/d) to slower growth in both the US and China.
100.1mmb/d for the year (0.9%) – a • Total gas production growth slowed
slowdown from growth rates seen in the down in 2019, with the exception of the
2020 volatility prior two years as trade tensions slowed US. Meanwhile, LNG trade increased
There has been considerable market global macroeconomic growth. significantly during 2019.
volatility in the first quarter, compounded • Global oil production remained flat at
by the coronavirus (COVID-19). We 100.5mmb/d, with growth from non-OPEC
expect the outlook for the year to remain countries offsetting supply restraint and For more information on prices and margins
challenging, see pages 52 and 57. disruptions in OPEC countries. see pages 52 and 58.
a World Bank Global Economic Prospects, January 2020.

b IEA Oil Market Report, February 2020©.
c JODI-Gas World Database, and IHS Markit: China Natural Gas Data Tables: February 2020 for China.

Our business model
We deliver a diverse range of energy products
and services to people around the world.
What
we do
New business models

Investing in innovative companies across
our value chain to help accelerate and
commercialize new technologies, products
and business models that we believe can
benefit BP and global energy systems.
Venturing and low carbon

across the business
Finding and Refining, manufacturing Delivering products

generating energy and marketing and services
Repowering some Using technology and

of our facilities partnership to recycle
and reuse our products
Transport and trading
• Finding additional resources and • Producing refined petroleum products and • Delivering fuels, fast electric-vehicle
replenishing our development options scaling up co-processing of lower carbon charging and convenience retail services,
with exploration and technology. fuels at our refineries. as well as premium and lower carbon
• Developing and extracting oil and gas, and • Manufacturing and marketing lubricants lubricants.
seeking to extend the life of existing fields. and petrochemicals products. • Supplying petrochemical products that
• Generating renewable energy using • Developing technologies to help advance are used to make a range of products
biofuels, biopower, wind and solar. the circular economy, such as BP Infinia, including clothes and building materials.
which can recycle previously • Providing renewable power to industries
unrecyclable plastics. and local electricity grids.
More information
Upstream on page 50.
Downstream on page 56.
Other businesses and corporate on page 63.

Strategic report
Reinventing BP
On 12 February 2020 we introduced our ambition and aims with a new structure, a new leadership team, and new ways of working.
To deliver our ambition we are reinventing BP, retiring our existing model and replacing it with one that is more focused, more integrated and
faces the energy transition head on. One that can deliver for the changing demands of consumers, investors and governments.
Our new leadership structure is due to come into place on 1 July 2020 and is expected to be fully operational by 1 January 2021. The new
leadership will focus on four core capabilities: operations, customers, low carbon and innovation. These four highly focused business groups
will work with three integrators (sustainability and strategy; regions, cities and solutions; and trading and shipping) to facilitate collaboration
and unlock value. And four teams will serve as enablers of business delivery.
For more information see bp.com/reimagine.
Business model
foundations
These are the things that every Partnerships and collaboration Governance and oversight
energy business needs and are We aim to build enduring relationships with our Our board has a diversity of knowledge, expertise,
critical foundations for what we key stakeholders, and partner with others to find and ways of thinking that help us transition our
innovations that can improve efficiency and deliver business, manage risks and continue to deliver
do and how we do it.
low carbon solutions. value over the long term.
• 20 years of collaboration with the world’s • ~42% of the company’s board are women.
top universities.
See page 74.
Safe and reliable Talented people Technology and innovation

We value the safety of our workforce and focus on We work to attract, motivate and retain the best New technologies help us produce energy safely and
maintaining a safe operating culture every day. This talent the world offers and equip our people with the more efficiently. We selectively invest in areas with the
culture of safety also improves the integrity and right skills for the future. Our performance and ability potential to add greatest value to our business, now and
reliability of our assets. to thrive globally depend on it. in the future, including building lower carbon businesses.
• 94.4% BP-operated upstream plant reliability. • 8th most desirable employer in the UK • >3,900 patents granted or pending across
on LinkedIn. the BP group in 2019.
See page 45.
See page 47.
What makes
us different
These are the things we believe set us Global energy trading Distinctive customer offers
apart from our peers and demonstrate We combine expertise in physical supply and trading Our convenience partnerships provide customers
our distinctive ways of working. and advanced analytics to deliver long-term value, with a differentiated offer that includes fresh,
from wellhead to end customer. We trade a variety of high-quality food and drink, such as M&S Simply
products such as crude oil, refined products, natural Food® in the UK and REWE to Go® in Germany.
gas, LNG, carbon products and power.
4bn ~1,600
barrels of crude a year traded, equivalent differentiated convenience partnership sites
to 20% global traded oil. across our network of around 18,900 retail sites.
‘Reduce, improve, Rosneft

create’ framework partnership
Our framework helps focus everyone in BP on our low Our share in Rosneft, one of Russia’s largest oil and gas
carbon ambitions. It encompasses activities across producers, gives us a stake in one of the largest and
the group to reduce emissions from our operations, lowest-cost hydrocarbon resource bases in the world,
improve the products we offer to help customers with access to huge markets, both east and west.
reduce their emissions, and create low or zero carbon
businesses to deliver more energy with fewer emissions.
0.14% 19.75%
methane intensity in 2019. BP’s stake in Rosneft.
See page 40. See page 61.

Our strategy
We have established a track record
of operational and financial delivery.
This has helped create a strong Strategic

foundation for us to advance our priorities
low carbon agenda as we work to
achieve our ambition to become
a net zero company by 2050 or
sooner and to help the world get
to net zero.
Growing Market-led Venturing and Modernizing
Our strategy, which we set out in advantaged growth in the low carbon the whole group
2017, allows us to be competitive,
oil and gas in Downstream across multiple
flexible and resilient while also
responding to a rapidly changing the Upstream fronts
energy landscape, with growing Invest in oil and gas, Innovate with Pursue new Simplify our processes
expectations for us to adapt to producing both with advanced products and opportunities to meet and enhance our
changing demands from increasing efficiency strategic partnerships, evolving technology, productivity through
stakeholders. (lower cost, higher building competitively consumer and digital solutions.
margin and close to advantaged businesses policy trends.
We remain committed to managing
markets), with a focus that deliver profitable
our portfolio for value, and investing on carbon. marketing growth
with discipline in flexible and
resilient options, which together See page 25. See page 27. See page 28. See page 31.
support our pursuit of a strategy
which we believe is consistent with
the goals of the Paris Agreement.
Supported
Following BP’s new ambition and
by our
aims, set out in February 2020, we low carbon
plan to announce more information on ambitions
how we intend to reimagine energy
and reinvent BP, while performing as
we transform, at our capital markets
day in September 2020. Embedded within Reducing Improving Creating
our strategy is our
commitment to advance emissions in our products low carbon
a low carbon future. our operations businesses
We plan to deliver this
• Achieve zero net • Provide lower • Expand low carbon
across our entire
growth in operational emissions gas. and renewable
business through what
emissions out to 2025. • Develop more businesses.
we call our ‘reduce,
• Make 3.5Mte of efficient and lower • Invest $500 million in
improve, create’
sustainable GHG carbon fuels, low carbon activities
(RIC) framework.
reductions by 2025. lubricants and each year.
• Target industry leading petrochemicals. • Collaborate and invest
methane intensity of • Grow lower carbon in the OGCI’s $1bn+
0.2%. offers for customers. fund for research
and technology.
For more information on our RIC framework,

see page 41.

Strategic report
Pursuing a strategy that is and advocating for progressive climate policies 2. W

e believe that our strategy positions BP to
consistent with the Paris goals to advance a low carbon future in support of the remain an attractive investment for current
Paris goals. and prospective shareholders throughout the
In February 2020 we set out our ambition to be energy transition, including in a world that is
a net zero company by 2050 or sooner and to In 2019 examples included:
meeting the Paris goals. Our strong and
help the world get to net zero. This is supported disciplined financial framework supports the
• Launching a review of our climate-related trade
by 10 aims which, when taken collectively, set delivery of our strategy. This provides us with
association memberships – read more on page 49.
out a path that we believe is consistent with the a strong platform to deliver our purpose to
Our aim going forward is to set new expectations
Paris goals, see page 7. One specific aim relates reimagine energy, and work towards our new
for trade associations around the globe.
to increasing the proportion of investment in net zero ambition and aims.
• Establishing a collaboration with DiDi to begin
our non-oil and gas business. Over time, as
building an electric-vehicle charging network in China.
investment in low or no carbon activity increases, For more information on our investor
• Beginning the roll out of ultra-fast chargers across
we see investment in oil and gas going down. proposition and financial framework, see
BP forecourts in the UK and piloting ultra-fast
page 18.
Since 2017, when BP reset its five-year strategy, charging at Aral forecourts in Germany, bringing
we have pursued a way forward that is flexible charging time closer to the time taken to fill a tank. The role of the board
and adaptable to a range of energy and market • Increasing our stake in Lightsource BP to create a The board is responsible for setting the strategy
scenarios. These different scenarios are based on 50:50 joint venture. and has oversight of the overall conduct of the
a range of assumptions about policy, technology • Expanding our biofuels business in Brazil by more group’s business. During 2019, the board
and consumer behaviour, and supply and demand than 50% through a joint venture with Bunge to considered BP’s strategy at every board meeting.
changes. We do not know what path the energy create BP Bunge Bioenergia. This took into account the wider operating
transition will take, so BP’s strategy is intended to • Installing continuous methane measurement at our environment and discussed strategic themes
be effective under a range of scenarios, and not a Khazzan central processing facility in Oman to help relating to BP’s purpose, including in relation to
single, deterministic view of the future – in short, quickly identify new leaks and reduce time taken the segments and key functions. The impact of
responsive to uncertainty. to respond. the lower carbon energy transition on the group’s
• Supporting well-designed carbon pricing, such as business model was also reviewed and discussed
We believe that our current strategy is consistent the Washington State cap-and-invest bill. We aim throughout 2019. As a result, the board considers
with the Paris goals. This consistency has, at its to advocate more actively for policies that support that the strategy allows us to be flexible to adapt
core, two key parts. And these remain relevant as net zero, including carbon pricing. to market changes and scenarios to remain
we work towards our net zero ambition and aims. consistent with the Paris goals.
For more information on our strategy in action,
1. We are striving to play our part in meeting the see pages 24-31. For more information on the role of the board
world’s energy needs in reliable, affordable and in relation to climate governance, see page 42.
lower carbon; and we intend to achieve this For the board’s activity in relation to strategy,
through collaboration, technology, innovation see Corporate governance on page 84.
Measuring our progress Our group-wide principal metrics and relevant targets/goals
The CA100+ resolution requires us to disclose

the company’s principal metrics and relevant RIC framework Reduce
• Zero net growth in operational emissions out to 2025.
targets or goals consistent with the Paris goals. Sustainability, page 40.
• 3.5Mte sustainable emissions reductions by 2025.
We consider this to cover the principal metrics • 0.2% methane intensity.
used at group level to help monitor progress
on delivery of our strategic consistency with Create
the Paris goals – including our near-term • $500 million invested in low carbon activities annually.
RIC framework. (>$500 million in 2019).
• Collaborate and invest in OGCI’s $1bn+ fund for
A number of these metrics and targets are research and technology.
relevant to the recommendations of the
Task Force on Climate-related Financial Investment process (RCM) • Profitability index.
Disclosures (TCFD). • Average operational carbon intensity.
Our investment process, page 22.
Going forward, we are considering metrics to
Greenhouse gas emissions • Scope 1 and 2 emissions.
support our ambition to be a net zero company • Emissions from the carbon in our upstream oil and
by 2050 or sooner, and to help the world get to Sustainability, page 40.
gas production.
net zero. We plan to provide more information • For further GHG metrics see bp.com/ESGdata.
on our future strategy and near-term plans at
our capital markets day in September 2020. Carbon intensity • Average emissions intensity of marketed energy products.
• Ratio of Scope 1 and 2 emissions: gross production.
For more information on the TCFD, see page 42. Sustainability, page 40.
Remuneration • 2020 annual bonus scorecard target related to sustainable

emissions reductions.
Directors’ remuneration report, page 100.

Our investor
proposition
Our investor proposition is to grow

sustainable free cash flow and distributions
to shareholders over the long term. Fit for Focused
We believe our strategy enables this Safer
through a focus on safe, reliable and the future on returns
efficient execution, leveraging our
distinctive portfolio, and disciplined
safe, reliable and a distinctive portfolio fit value based, disciplined
investment to support growing returns.
efficient execution for a changing world investment and cost focus
Growing sustainable free cash flow and distributions

to shareholders over the long term
Our financial
framework
We maintain a disciplined financial We continue to expect to deliver the 2021 The CA100+ resolution requires us to disclose
framework, which underpins our strategy targets laid out three years ago. (a) our anticipated investment in oil and gas
and investment choices, and supports resources and reserves – this is anticipated
We plan to increasingly focus our investment
growth in sustainable free cash flow, to be less in 2020 than it was in 2019, and
on the highest-quality barrels and drive returns
returns and distributions to shareholders. (b) our anticipated investment in other energy
and cash flow, not volumes. As a result, the
sources and technologies – which is
This discipline helps us maintain a anticipated proportion of our investment that
anticipated to be significantly greater
focused portfolio, which we believe is goes to oil and gas is expected to change.
than 2019 levels.
resilient in the long run to many potential
outcomes and seeks to grow long-term We also plan to provide more information
returns to shareholders. on this as part of our capital markets day
in September 2020.
Our capital frame is reviewed on an ongoing
basis. We believe that the continuing flexibility
2019 actual 2020 guidance
it provides gives us the flexibility to pursue
our net zero ambition and aims, allocating an Lower than
increasing proportion of investment toward
lower carbon businesses over time. This will
Upstream production excluding Rosneft 2.6mmboe/d 2019
help drive both the long-term resilience of Lower end of
the portfolio and the creation of new value.
$15-17bn
This is balanced against the pace of
development of these new lower carbon
Organic capital expenditure $15.2bni range
business developments and levels of cash Slightly below

flow generation.
Depreciation, depletion and amortization $17.8bn 2019
In addition, our capital expenditure programme
has flexibility, which enables us to respond
to a low-price environment by reducing or
Gulf of Mexico oil spill payments $2.4bn <$1bn
rephasing investment. Other businesses and corporate average
underlying quarterly charge $320m ~$350m
Below
Underlying effective tax rate 36%ii 40%

Nearest equivalent GAAP measures: i Capital expenditure: $19.4bn.
ii Effective tax rate: 49%.

Strategic report
Our investment process

BP’s investments fall within
a governance framework.
This seeks to ensure investments align with Price assumptions Resource commitment meeting
our strategy, fall within our prevailing financial
Investments are evaluated against a range For capital investments above defined financial
framework, and add shareholder value. The
of alternative prices (central, upper and lower) thresholds for organic or inorganic spend, the
governance framework also provides for
for oil, natural gas, refining margins and carbon investment approval is conducted by the
investments to be assessed consistently
prices. These price ranges do not link to executive-level resource commitment meeting
and against a range of other outcomes
specific scenarios or outcomes, but instead (RCM), which is chaired by the chief executive
relevant to our strategy, including a range
try to capture the range of different officer. The RCM reviews the merits of each
of environmental and sustainability factors.
possibilities surrounding the future path of such investment case against a balanced set
Investments follow an integrated stage gate the global energy system. The price ranges of criteria and considers any key issues raised
process designed to enable us to choose refer to the long-run level of prices over the in the assurance process.
and develop the most attractive investment next 20 years. The nature of the uncertainty
The CA100+ resolution requires BP to disclose
cases. A balanced set of investment criteria means that these price ranges inevitably
how we evaluate the consistency of new
are used, see page 20. This allows for the reflect considerable judgement. The ranges
material capex investments with (i) the Paris
comparison and prioritization of investments are reviewed and updated on an annual basis
goals and (ii) a range of other outcomes
across an increasingly diverse range of as our understanding and judgement about
relevant to BP’s strategy. BP’s evaluation of
business models. the energy transition evolves.
consistency of such investments with the Paris
The governance framework also specifies Range of prices goals was undertaken by the RCM in 2019.
that investments are tested against a range Henry
of carbon prices for projected operational Brenta Huba RMMb The role of the board
emissions and subject to assurance by ($/bbl) ($/mmBtu) ($/bbl)
The board assesses the impact of portfolio
functions independent of the business before Upper case 90 5.0 17
changes, such as strategic acquisitions and
a final investment decision (FID) is taken. Central case 70 4.0 14 the allocation of capital. They also consider
For more information on BP’s governance Lower case 50 2.0 11 specific investment cases deemed sufficiently
framework, see page 83. material to warrant their attention, which have
Carbon prices been approved by the RCM.
($/tonnea) For more information on climate governance,
Upper case 80 see page 42.
Central case 40
Lower case 0
a 2015 $ real.
b Nominal.

Balanced investment criteria
For the purposes of evaluating consistency

with a range of other outcomes relevant to
BP’s strategy, all group-wide investment
cases are required to set out the investment Investment
merits in a standard format against a set of economics
balanced criteria.
Investments are considered against a range Safety Cash flow
and risks certainty
of prices (upper, central and lower). All three
price assumptions place some weight on
scenarios in which the transition to a low Investment
carbon energy system is sufficiently rapid criteria
to meet the goals of the Paris Agreement,
Capability
as well as scenarios in which the transition and scale
Optionality
is not, or may not be, sufficiently rapid.
They also place some weight on a range Environment
of other factors, which can drive prices, and
and are not related to the goals of the sustainability
Paris Agreement.
In addition, investment cases are asked
to present scenarios covering a range of
variables, related to the economics of the
investment, such as cost, resource, policy Environment and sustainability Investment economics
changes and schedule, to highlight the All investment cases are considered We consider investment economics against
robustness of investment cases to a range against appropriate environmental impacts a range of measures including profitability
of other factors. and sustainability measures, including but index, internal rate of return, net present
not limited to carbon. Investment cases value, discounted payback, investment
This standardized approach creates a level above defined thresholds for anticipated efficiency, using a set of scenarios for
playing field for decision making and allows annual greenhouse gas (GHG) emissions commodity prices, margins and carbon prices.
portfolio wide comparisons of investment from operations must estimate those Investments are generally considered against
cases. Further, the decision to endorse an anticipated GHG emissions and include internal rate of return hurdles typically set in
investment based on the information an associated carbon price of $40/te the mid to high teens. Close attention is paid
provided represents BP’s evaluation that 2015 $ real (and sensitivities of $0 and to discounted payback as a measure of
the investment is considered consistent $80) in the investment economics. commercial risk in the context of the energy
with a range of other outcomes, relevant transition and profitability index as a measure
to BP’s strategy. of capital efficiency.
Capability and scale Cash flow certainty

For all investment cases, we consider whether Economic metrics are also considered in
they involve distinctive capability that BP has, the context of the cash flow certainty of the
or intends to develop, and whether it adds to investment assumptions. For example, a high
an existing ‘scale’ business within the portfolio return deepwater tieback will have less certain
or could help us create one. and more volatile (oil price linked) cash flows
than a lower return but more certain renewable
power project with a long-term power purchase
agreement (and a fixed power price).
Safety and risks Optionality

Investment cases are required to describe All investment cases are requested to
risks unique to the project which have a quantify the strategic optionality that might
significantly higher probability than usual or be accessed through follow-on activity.
have a significantly greater impact (relative to For example, a greenfield offshore platform
the size of the project) were they to occur. may provide additional optionality to develop
nearby satellite fields in the future.

Strategic report
Evaluating new material capex investments for consistency

with the Paris goals
When evaluating the consistency of our 2019 The 2019 evaluation was done in the context These price assumptions do not
new material capex investments with the of a ‘sustained low-price environment’, which correspond to a single specific ‘Paris-
Paris goals, a focus of the evaluation criteria assumes the lower price case for oil ($50/bbla), consistent’ scenario, but instead place
was on their competitiveness and financial natural gas ($2/mmBtua) and refining margins weight on a range of possibilities for how
robustness as the prices of different forms of ($11/bbl (nominal)) together with the higher the demand for different forms of energy
energy and products adjust in response to the carbon price ($80/teCO2a). may change in Paris-consistent pathways
changing market environment. and how this may affect future energy pricesb.
Sustained low-price environment
Oil price (Brent): In many ‘Paris-consistent’ scenarios, global oil demand peaks within the next five years or so and falls
between 15-35% by 2040. Such a fall in demand, combined with the abundance of oil resources, would be
$50/bbla expected to lead to an increasingly competitive market for oil. But the extent to which these competitive
forces feed through into a sustained reduction in global oil prices is expected to be tempered by the
dependence of many oil-producing economies on oil revenues to support their wider economies.
For example, the IMF estimate that the fiscal break-even prices of the major Middle East and North African
oil exporters is close to $80 c. We consider that the pace at which the major oil producing economies are
able to diversify their economies and so reduce the fiscally sustainable price at which they can produce oil
is likely to limit the extent to which oil prices can fall on a sustained basis over the next 20 yearsd.
US natural gas price (Henry Hub): The price of US gas (Henry Hub) is used as the main price for evaluating gas-based investments, either
directly for US-based projects or indirectly (via netback pricing relationships) for gas-based projects in other
$2/mmBtu a
parts of the world.
The outlook for natural gas in ‘Paris-consistent’ scenarios is more varied across different scenarios: some
point to global gas consumption increasing or remaining broadly flat over the next 20 years; others point to
gas demand peaking within the next five years and declining by 20-30% by 2040. These differences stem
in part from the extent to which natural gas is assumed to be used in conjunction with carbon capture, use
and storage (CCUS) projects, either in the power and industrial sectors directly, or to produce decarbonized
gas (in the form of ‘blue’ hydrogen). US natural gas prices will also depend on a number of supply-side factors,
such as: the extent to which productivity gains within shale gas continue to improve, and how quickly US
tight oil production – and hence the associated gas produced as part of that production – peaks.
Refining marker margin (RMM): The outlook for refining margins is most relevant when considering investments in refineries or closely
related activities.
$11/bbl Many ‘Paris-consistent’ scenarios provide less detailed information on the outlook for refined products and
(nominal)
refining activity. However, the significant falls in global oil demand envisaged in many of these scenarios
are likely to also be reflected in the demand for refined products. Indeed, some scenarios highlight the
expected growth in natural gas liquids (NGLs) and biofuels which suggest that refining activity might
decline by even more than the overall demand for liquid fuels. To the extent that falling demand for refined
products leads to over-capacity in the refining sector, this would be expected to lead to the least-efficient
refineries closing over time, raising the average efficiency of the remaining refineries and so reducing the
sustainable level of refining margins. However, the need for some refineries to continue to operate can
be expected to limit the extent to which refining margins can fall on a sustained basis.
Carbon prices: The outlook for carbon prices has both a direct and indirect effect on the evaluation of new material
investments. The direct effect relates to the operational emissions associated with different investment
$80/teCO2 a
projects: the greater the operational emissions, the greater the exposure to increases in carbon prices.
The indirect impact relates to the impact of carbon prices on the differential between retail and wholesale
prices for oil and natural gas. An increase in carbon prices can be expected to increase the differential
between retail and wholesale prices: potentially both dampening demand growth (due to higher retail
prices) and reducing the prices received by oil and gas producers (due to lower wholesale prices). The
direct effects associated with carbon prices are explicitly assessed within BP’s investment evaluation
criteria, whereas the indirect effects are captured within the overall prospects for oil and gas demand
and the associated prices.
In many ‘Paris-consistent’ scenarios, carbon prices are used as a key policy instrument for accelerating
the transition to a low carbon energy system, with carbon prices (on a global basis) increasing to between
$100‑200/teCO2 by 2040. But in these scenarios, carbon prices are typically increased only gradually,
in part since this mitigates the costs to the economy of prematurely scrapping and replacing productive
assets. Hence, the average level of carbon prices in these scenarios over the next 20 years tends to be
significantly lower than the level they are projected to reach in 2040 or so. For example, in BP’s rapid
transition scenario, carbon prices in developed economies are assumed to reach $200/teCO2 by 2040,
but the average level of carbon prices between 2017 and 2040 in that scenario is around $75/teCO2.
a 2015 $ real.
b To aid this analysis, we consider a range of scenarios which claim to be consistent with meeting the Paris goals including: IEA’s ‘Sustainable Development Scenario’, BEIS’ ‘Low Prices’
case, Aurora Energy Research’s ‘Two degrees’ scenario and MIT’s ‘Paris to 2°C’ scenario.
c Regional Economic Outlook – Middle East and Central Asia, International Monetary Fund, October 2019.
d The Oil and Gas Industry in Energy Transitions | IEA 2020.

Evaluating new material capex investments for consistency
with the Paris goals – continued
Evaluation process Quantitative evaluations
Our new material capital investments
are intended to support the delivery of Investment economics Environment and sustainability
BP’s strategy. In 2019, we evaluated The calculation of profitability index (PI) Where appropriate, the operational carbon
their consistency with the Paris goals using the ‘low-price’ case for commodity intensity of the investment relative to that
by considering them against a balanced prices and margins and the ‘high’ carbon of the portfolio average for the segment or
set of investment criteria (see page 20). price of $80 per tonne (2015 $ real). As a the related business activity (upstream,
For each of the investment criteria, a guide, we would normally target a minimum refining, petrochemicals). As a guide, we
qualitative explanation of each business threshold of greater than 1.0x on this basis. would normally target a ratio of less than
case was considered and presented to 100%, meaning that the investment is
the resource commitment meeting (RCM). expected to reduce the average operational
They then discussed and addressed key carbon intensity of that portfolio.
issues raised, as per the description on The potential impact of new material capex
page 19. investments on BP’s greenhouse gas
Two quantitative evaluations were emission targets is a further consideration.
considered for Paris consistency. As our
approach matures with experience, we
may adjust or supplement these. There may be instances when new material capex investments are evaluated as consistent
with the Paris goals despite either or both of these guide levels not being met, due to other
considerations being taken into account.
Evaluation outcome
The figure shows the respective rankings of investment performance against each of the tests
As shown in the figure, each of the new
material capex investments approved in
Investment economics: Environment and sustainability:
2019 met the evaluation guides, with the
Profitability index Carbon intensity (%)
exception of one investment not meeting
the guide level for carbon intensity. This
investment was evaluated to be consistent
Guide
with the Paris goals, based on the strength
of the investment economics with a short
payback period, delivering short-cycle cash
returns and reducing the timeframe during
which the investment would be exposed
to uncertainties associated with Paris Guide
consistent pathways.
In 2019, the overall averages for the new
material capex investments met the guide
levels for each of the two quantitative Capital weighted average ~1.5x Average operational carbon intensity is ~45%
evaluation tests:
• Profitability index on an average capital
1. The respective 2019 new material capex investments have been ranked against the two tests. As a result they are ordered
weighted basis was approximately 1.5x, differently in each graph above.
versus a guide level of greater than 1.0x. 2. For two of the 2019 new material capex investments the operational carbon intensity was not calculated due to the nature of
• An average operational carbon intensity these investments:
• We do not calculate operational carbon intensity for replacement of end of life assets.
of approximately 45% relative to the
• The projected operational carbon intensity of fuels marketing businesses is not considered necessary to quantify for
current portfolio(s), versus a guide level of these purposes as the relevant operational emissions would not be expected to be significant.
less than 100%.

Strategic report
Decisions taken in 2019

Eight new material capex investment decisions were taken in 2019, six in the Upstream and two in the Downstream.
Upstream
Azeri Central East (ACE) Angola Block 18 – Platina

A new offshore platform and facilities in the Azeri-Chirag-Deepwater Four subsea well tiebacks to an existing FPSO vessel, which also support
Gunashli field in Azerbaijan. continued production from the main field under the licence extension
granted by the Angolan government.
India KGD6 – MJ Angola Block 15

The third phase of Block KG D6 gas development, seven subsea wells Further investment, which will extend the production-sharing agreement
will tie‑back to a new FPSO vessel to process and separate liquids. for the block through 2032.
Thunder Horse South Expansion Phase 2 Block 61 2020 development wells

Two new subsea production units with eight wells tied back to existing Further development and drilling of 18 wells at Ghazeer and seven wells at
infrastructure in the US Gulf of Mexico. Khazzan, both in Oman.
Downstream
Gelsenkirchen steam and water project Reliance partnership

Construction of four boilers and a steam turbine to further the safe and Strategic agreement with Reliance Industries Limited to form a retail and
reliable management of fuel gas excess. aviation joint venture in India.

Strategic report
Growing advantaged oil

and gas in the Upstream
What this strategic priority means

We aim to invest in oil and gas, producing
both with increasing efficiency. This means
lower cost, higher margin and close to
markets, with a focus on carbon.
Almost half of BP’s upstream portfolio is
natural gas, and several more gas projects
are planned to come onstream in the next
few years.
As the world moves towards net zero 
emissions, we think natural gas can play
an important role in getting us there. When
burned for power, natural gas has, on average
on a lifecycle basis, about half the GHG
emissions of coal, with fewer air pollutants,
so expanding its use globally to displace coal
Energy with purpose
will help to reduce carbon emissions. In fact,
switching from coal to gas has avoided more
than 500 million tonnes of CO2 from the power
Gas in Oman
sector globally since 2010.
BP successfully brought the Khazzan
major project into production in 2017, Progress in 2019
and since then we’ve continued to build We’ve started up 24 of the 35 planned
successful partnerships and reinforce
major projects since 2016 and are on track
our commitment to the country.
to deliver 900,000 barrels of oil equivalent
Exploration opportunity per day of new major project production by
Together with Eni, we signed an the end of 2021.
exploration and production-sharing
agreement for Block 77 in central Oman • Sanctioned $6 billion Azeri Central East
with the Ministry of Oil and Gas of the development with partners.
Sultanate of Oman. • Agreed to sell our Alaska assets to Hilcorp.
• The block covers a total area of • Sanctioned the third project in block
more than 2,700 square kilometres. KG D6, offshore India with our
• It is located 30 kilometres east of partner Reliance.
Block 61, where the Khazzan gas
field is already producing around
1 billion cubic feet of gas a day.
5 $100m
• BP and Eni will each hold a 50%
interest, subject to royal decree,
with Eni acting as operator during
exploration. major project fund for projects that will
start ups. help reduce greenhouse
Khazzan phase two gas emissions.
Ghazeer, the second development
phase of the gas field, is expected to
come online in 2021.
Advantaged gas
We used expertise and technology from
our US onshore business to help access
tight gas locked in the Khazzan field
and bring it commercially to market.
Detecting methane
We installed and tested continuous
measurement of methane emissions
at our Khazzan central processing facility.
The technology uses instruments such
as a gas cloud imaging camera to
continuously monitor our facilities,
quickly identify new leaks and reduce
time taken to respond. We now aim to
install methane measurement at all our
existing major oil and gas processing
sites by 2023. For more information see Upstream on page 50.

Strategic report
Market-led growth in
the Downstream

We aim to innovate with advanced products
and strategic partnerships, building
competitively advantaged businesses that
deliver profitable marketing growth.
We aim to invest in higher-returning fuels
marketing and lubricants businesses with
growth potential and reliable cash flows.
And we are continuing to expand into
Energy with purpose fast-growing emerging markets.
We are also delivering and developing
new products, offers and business models
Electrifying China
that support the transition to a lower
BP has joined forces with DiDi, the carbon and digitally enabled future over
world’s leading mobile transportation the longer term.
platform, to build an electric vehicle
(EV) charging network in China.
Progress in 2019
Why it matters
We have continued to make strategic
China is the largest and fastest-
developing EV market. progress in fuels marketing, with our
convenience partnership model now in
• 50% of the world’s battery EVs around 1,600 sites across the network.
are in China.
• DiDi offers a full range of app-based • Agreed to expand our partnership with
services across Asia, Latin America Reliance Industries Ltd to include a retail
and Australia, including ride-hailing, service station network and aviation fuels
automobile solutions and other offers. business across India.
• The platform has 550 million users,
• Continued to expand in other material
tens of millions of drivers and serves
markets – most notably in Mexico where we
around 1 million EVs.
now have more than 520 BP-branded retail
What’s involved sites. We also continued to grow our
The joint venture plans to develop network in Indonesia and expanded our
high-quality EV charging hubs for
China network into Shandong and Hebei
DiDi users and other drivers.
provinces through our joint venture with
• The partners intend to add loyalty, Dongming.
convenience and fleet services • Announced the development of BP Infinia,
in the future. an enhanced recycling technology, capable
Why we’re doing it of processing currently unrecyclable PET
As the world’s largest EV market, China plastic waste.
offers extraordinary opportunities to
develop innovative new businesses at
scale and we see this as the perfect
partnership for such a fast-evolving
environment. The lessons we learn here
will help further expand BP’s advanced
mobility business worldwide, helping
>1,200 ~1,600
retail sites in new convenience
drive the energy transition and develop
markets of China, partnership sites.
solutions for a low carbon world.
Mexico and Indonesia.
And elsewhere
BP Chargemaster is powering around
1.5 million electric miles a week, making
this the most-used public charging
infrastructure operator in the UK. We
have also begun rolling out 150kW
ultra-fast chargers on BP forecourts
across the UK with plans to build a
national network of high-power charging
– one which will closely replicate the
current fuelling experience.
This is helping to accelerate the

adoption of EVs, by making EV
charging fast, convenient and For more information see Downstream on
hassle-free. page 56.

Venturing and low carbon
across multiple fronts
What this strategic priority means “

Pairing Calysta’s exciting
We aim to pursue new opportunities to technology and
meet evolving technology, consumer and entrepreneurial drive with
policy trends. BP’s global scale and gas
We are building up our renewable energy market expertise offers the
portfolio – with activities spanning renewable opportunity to improve food
fuels and products, wind and solar energy
security and sustainability.”
and biopower. We work across multiple
fronts through our investments in low carbon
Dominic Emery
activities with joint ventures, collaborations
Group chief of staff
and new business models. Through BP
Ventures we have invested more than
$650 million in around 40 companies since it
was set up in 2007. Our investments support
technologies and innovations that we believe
could benefit BP and global energy systems.
Progress in 2019
We increased our stake in Lightsource BP
to create a 50:50 joint venture and expanded
Energy with purpose
our biofuels business in Brazil by more than
50%, through a joint venture with Bunge to
create BP Bunge Bioenergia. We also made a
Using gas to create
number of other investments spanning a range
sustainable fish food
of strategic focus areas.
BP Ventures has invested $30 million
• Started BP Launchpad, our scale-up factory, o help create new markets for our
designed to help quickly grow disruptive natural gas in the fish-farming industry.
technologies and business models which
What we’re doing
could become future BP business units.
We’re extending the idea of gas
• Expanded our digital energy portfolio by
as a source of energy beyond its
investing in Grid Edge, which has developed conventional applications, through
an artificial intelligence-based energy our investment in California start-up,
management platform that helps customers Calysta, to create Feedkind® – protein
predict, control and optimize their buildings’ food for fish, livestock and pets.
energy profile.
Why it matters
• Invested $5 million in Belmont Technology Finding sustainable ways to feed
to further strengthen BP’s artificial a growing global population within
intelligence and digital capabilities. planetary boundaries is a pressing
issue and Calysta can be part of
the solution:
• Feedkind® is produced with fewer
>50% 7 resources, such as water and land,

than current alternatives.
• Existing protein sources, including
increase in biofuels new investments
business in Brazil, through BP Ventures fishmeal and soya bean protein, are
through BP Bunge in 2019. either at full capacity or connected to
Bioenergia. other issues such as deforestation.
• The global aquaculture market is
expected to grow by around 25% by
2025 and Feedkind® offers a way to
support this increase sustainably.
How it works
Naturally occurring bacteria is fermented
using methane from gas as its energy
source. The protein created is harvested,
dried and sold in pellet form.
Why we’re doing it

The investment supports BP’s strategy
of creating new markets in which gas
can deliver a more sustainable future.
For more information see page 63.

Strategic report

“
This programme reflects our
commitment to be a leader
in advancing the energy
transition by maximizing
the benefits of natural gas.”
Gordon Birrell
Chief operating officer – production,
transformation and carbon

Strategic report
Modernizing the
whole group

We aim to simplify our processes and
enhance our productivity through digital
solutions.
We achieve this through three pillars:
• Agility – improving and simplifying the way
we operate.
• Mindset change – accepting the reality and
adopting the right attitude for a business
that is increasingly competitive and
margin-dependent.
• Digital transformation – digitizing and
automating our work.
Progress in 2019
We’ve introduced a range of technologies
and improved ways of working across BP
to support our modernization priority. Our
mentors and coaches deliver a programme of
training for employees to share agile practices
and support changing mindsets, which are key
to generating ideas to improve how we work
Energy with purpose across the whole business.
• Launched ‘Connected BP’ in partnership
with data technology pioneer Palantir.
Managing methane
The programme connects different
BP is introducing a programme of new systems and business areas into one
and complementary technologies to platform where users can connect,
continuously detect, measure and transform and share data.
help reduce methane emissions at
• Developed a holistic process for leak
our BP-operated upstream assets.
detection and intervention using infrared
Why it matters cameras, lasers and drone technology at
Methane is the primary component our US onshore BPX Energy operations.
of natural gas. If it escapes into the • Performed a concept trial of Spot, a robot
atmosphere unburnt, it can be a
from Boston Dynamics, at our US Whiting
potent greenhouse gas.
refinery. Spot can gather data, detect
What we’re doing abnormalities and perform tasks, such
We aim to install methane as detecting gas emissions and helping
measurement, such as gas cloud remove people from hazardous spaces.
imaging, at all BP’s major oil and gas
processing sites by 2023 and then
reduce methane intensity of our
operations by 50%.
What else?
We’re also planning to deploy a new
generation of drones, hand-held devices
>1,000 ~$1.5bn
transformation projects invested every year
and multi-spectral flare combustion running in the Upstream. in maintaining BP’s
cameras – drawing upon scientific infrastructure.
breakthroughs made in diverse fields,
spanning healthcare, space exploration
and defence.
Collaboration with stakeholders

We have agreed to work in collaboration
with the Environmental Defense
Fund, a New York-based non-profit
environmental advocacy group.
The three-year commitment aims
to advance technologies and practices
to reduce methane emissions from the
global oil and gas supply chain.

Measuring our progress
We assess our performance across a wide range of
measures and indicators that are consistent with our
strategy and investor proposition.
Our key performance indicators (KPIs) provide Changes to KPIs Remuneration

a balanced set of metrics that give emphasis • Added sustainable GHG emission To help align the focus of our board and
to both financial and non-financial measures. reductions and methane intensity, in line executive management with the interests of
These help the board and executive with our ‘reduce, improve, create’ our shareholders, certain measures are used
management assess performance against our framework. for executive remuneration.
strategic priorities and business plans. BP • Removed production as a volume measure
Key
management uses these measures to evaluate as it doesn’t reflect our value over volume New/amended
operating performance and make financial, approach, and is not used to assess New or amended in 2019
strategic and operating decisions. executive remuneration. The metric is REM
reported on At a glance, page 9. Used for the remuneration policy
• Combined tier 1 and tier 2 process safety
events, giving investors a wider view of For more information see Directors’
process safety events. remuneration report on page 100.
• As reported in 2018, we have now
revised our refining availability metric
to BP‑operated refining availability, to
more closely match our upstream plant
reliability measure.
Safety
Tier 1 and 2 process safety eventsa

We track tier 1 and tier 2 events and report the 2019 26 72 98 2019 performance
aggregated outcome. Tier 1 events are losses of The total number of tier 1 and tier 2 process
primary containment from a process of greatest 2018 16 56 72 safety events increased in 2019, mainly
consequence – causing harm to a member of the reflecting performance in assets acquired over
2017 18 61 79
workforce, damage to equipment from a fire or the past 18 months. Underlying performance
explosion, a community impact or exceeding 2016 16 84 100 across the group improved slightly from 2018.
defined quantities. Tier 2 events are those of We are implementing BP procedures and
lesser consequence. 2015 20 83 103 processes to help bring newly acquired assets
Tier 1 Tier 2 in line with BP assets.
Reported recordable injury frequencya

Reported recordable injury frequency (RIF) 2019 0.166 2019 performance
measures the number of reported work-related We have seen a decrease in RIF compared with
employee and contractor incidents that result in a 2018 0.198 2018; and maintain our focus to drive toward zero
fatality or injury per 200,000 hours worked. incidents.
2017 0.218
2016 0.211
2015 0.243
a This represents reported incidents occurring within

BP’s operational HSSE reporting boundary. That
boundary includes BP’s own operated facilities and
certain other locations or situations.

Strategic report
Sustainable operations
Proved reserves replacement ratio (%)

Proved reserves replacement ratio is the extent to 2019 67 2019 performance
which the year’s production has been replaced by The lower ratio reflects a net decrease of reserves
proved reserves added to our reserve base. 2018 100 due to lower gas and oil prices mainly within the
US Lower 48, partly offset by new developments
The ratio is expressed in oil-equivalent terms and 2017 143
and existing field optimization in Angola,
includes changes resulting from discoveries,
2016 109 Argentina, Azerbaijan, India, Oman, Russia
improved recovery and extensions and revisions
and the US.
to previous estimates, but excludes changes 2015 61
resulting from acquisitions and disposals.
The ratio reflects both subsidiaries and
equity‑accounted entities.
This measure helps to demonstrate our success in

accessing, exploring and extracting resources.
Upstream unit production costs ($/boe)

The upstream unit production cost indicator 2019 6.84 2019 performance
shows how supply chain, headcount and scope Lower production costs compared with 2018
optimization impact cost efficiency. 2018 7.15 were mainly due to the impacts of IFRS 16.
2017 7.11
2016 8.46
2015 10.46
Upstream plant reliability (%)

BP-operated upstream plant reliability is 2019 94.4 2019 performance
calculated as 100% less the ratio of total Plant reliability was 1.3% lower than 2018 mainly
unplanned plant deferrals divided by installed 2018 95.7 due to design and integrity issues addressed
production capacity. through maintenance activities.
2017 94.7
2016 95.3
2015 95.0
90.0
Downstream refining availability (%)

Refining availability represents Solomon 2019 94.9 2019 performance
Associates’ operational availability for BP- Refining availability was similar to 2018, reflecting
operated refineries. The measure shows the 2018 95.0 continued strong operational performance in our
percentage of the year that a unit is available for portfolio. This performance is underpinned by our
2017 95.2
processing after deducting the time spent on global reliability programmes.
turnaround activity and all mechanical, process 2016 95.2
and regulatory downtime.
2015 94.6
Refining availability is an important indicator of
the operational performance of our downstream 90.0
businesses.
Major project delivery

We monitor the progress of our major projects to 2019 5 2019 performance
gauge whether we are delivering our core pipeline We started up five major projects in Egypt,
of projects under construction on time. 2018 6 Trinidad, the UK and US.
Projects take many years to complete, requiring 2017 7
differing amounts of resource, so a smooth or
2016 6
increasing trend should not be anticipated.
Major projects are defined as those with a BP net 2015 4

investment of at least $250 million, or considered
to be of strategic importance to BP, or of a high
degree of complexity.

Sustainable operations
Greenhouse gas emissions (MtCO2e)

We provide data on greenhouse gas (GHG) 2019 46.0 2019 performance
emissions material to our business on a Our Scope 1 (direct) equity share emissions
carbon dioxide-equivalent basis. This particular 2018 46.5 decreased by 0.5MtCO2e to 46.0MtCO2e in 2019
KPI comprises Scope 1 (direct) emissions of (46.5MtCO2e in 2018). Emissions resulting from
2017 49.4
CO2 and methane, for 100% emissions from the BHP acquisitions were balanced out by
subsidiaries and the percentage of emissions 2016 50.1 sustainable emissions reductions and the impact
equivalent to our share of joint arrangements of divestments.
and associates, other than BP’s share 2015 49.0
of Rosneft.
Sustainable GHG emissions reduction (MtCO2e)

This measure includes actions taken by our 2019 1.4 2019 performance
businesses to improve energy efficiency and We delivered 1.4Mte of sustainable emissions
reduce methane emissions and flaring – all leading 2018 1.3 reductions (SERs), and this meant we exceeded
to ongoing, quantifiable GHG reductions. These our target of 3.5Mte of SERs for the period 2016
2017 0.5
refer to the GHG emissions that would have to 2025, six years ahead of schedule.
occurred had we not made the change i.e. they 2016 0.7
could be absolute in nature or underlying. Since
2019, progress against this target is used as a 2015 0.2
factor in determining bonuses for around 37,000
employees, including executives.
Methane intensity (%)

We define methane intensity as the amount of 2019 0.14 2019 performance
methane emissions from our upstream oil and gas Our methane intensity was 0.14%, a reduction
operations as a percentage of the gas that goes to 2018 0.16 from 0.16% in 2018 and below our stated target
market from those operations. This applies to of 0.2%.
methane emissions within our operational control
boundary, where we have the highest degree of
control. Methane emissions from non-producing
activities, such as exploration drilling, are
excluded. We have an existing methane target of
0.2% and a new ambition that seeks to reduce
that – once validated – by 50%.
Diversity and inclusionb (%)

Each year we report the percentage of women and 25 2019 performance
2019
individuals from countries other than the UK and 25 Both measures increased slightly. As a global
the US among BP’s group leaders. business we are committed to increasing the
24
2018 diversity of our workforce and leadership.
24
21
2017
24
22
2016
23
19
2015
21
Women in group leadership

People from beyond the UK
and US in group leadership
b Relates to BP employees.
Employee engagement (%)

We conduct an annual employee survey to 2019 65 2019 performance
understand and monitor levels of employee The overall employee engagement score saw
engagement and identify areas for improvement. 2018 66 a marginal decline since last year. We are working
to identify areas for improvement. Scores prior
2017 66
to 2017 are based on questions on priorities
2016 73 set out in 2012, so the numbers are not
directly comparable.
2015 71

Strategic report
Financial performance
Underlying replacement cost profit ($ billion)

Underlying RC profit is a useful measure for 4.0 2019 performance
investors because it is one of the profitability 2019 2019 underlying RC profit was lower, largely
10.0
measures BP management uses to assess reflecting the impact of the weaker price
performance. It assists management in 9.4 environment. Profit for the year was significantly
2018
understanding the underlying trends in operational 12.7 lower, due to the above factor, divestment-related
performance on a comparable year-on-year basis. impairment charges and reclassification of past
3.4 foreign exchange losses on the formation of the
It reflects the replacement cost of inventories sold 2017
6.2 BP Bunge Bioenergia joint venture.
in the period and is arrived at by excluding
inventory holding gains and losses from profit or 0.1
2016
loss. Adjustments are also made for non‑operating 2.6
items and fair value accounting effects.
(6.5)
2015
5.9
Profit (loss) for the year attributable

to BP shareholders
Underlying RC profit for the year (non-GAAP)
Operating cash flow ($ billion)

Operating cash flow is net cash flow provided 28.2 2019 performance
by operating activities, as reported in the group 2019 Operating cash flow was higher than 2018,
25.8
cash flow statement. Operating activities are the reflecting lower Gulf of Mexico oil spill payments
principal revenue-generating activities of the 26.1 and the favourable impact of lease payments
2018
group and other activities that are not investing 22.9 that are now classified as financing cash flows
or financing activities. We believe it is helpful under IFRS 16.
to disclose net cash provided by operating 24.1
2017
activities excluding amounts related to the Gulf 18.9
of Mexico oil spill because this measure allows
17.6
for more meaningful comparisons between 2016
10.7
reporting periods.
20.3
2015
19.1
Operating cash flow excluding Gulf of

Mexico oil spill payments (non-GAAP)c
Operating cash flow c The green bars on the chart do not form part of BP’s
Annual Report on Form 20-F as filed with the SEC.
Return on average capital employed (%)

Return on average capital employed (non-GAAP) 2019 8.9 2019 performance
gives an indication of a company’s capital The decrease reflects lower profit due to the
efficiency, dividing the underlying RC profit after 2018 11.2 impact of lower oil and gas prices and weaker
adding back net interest by average capital refining environment.
2017 5.8
employed, excluding cash and goodwill. See page
345 for more information including the nearest 2016 2.8
equivalent GAAP data.
2015 5.5
Total shareholder return (%)

Total shareholder return (TSR) represents the 5.8 2019 performance
change in value of a BP shareholding over a 2019 Improvement in TSR reflects increased dividends
1.1
calendar year. It assumes that dividends are in 2019.
reinvested to purchase additional shares at the (4.6)
2018
closing price on the ex-dividend date. 0.5
We are committed to maintaining a progressive 20.0

and sustainable dividend policy. 2017
9.5
29.0
2016
55.5
(12.8)
2015
(8.3)
ADS basis
Ordinary share basis

Group performance
“
Despite the challenging environment in 2019, we continued
to deliver operating cash flow growth, which together with
continued capital discipline has underpinned growth in free
cash flow. Furthermore, we have made significant progress
towards our $10 billion divestment target. Together this
supported our decision to increase the dividend with the
fourth-quarter results.”
Dr Brian Gilvary
Group chief financial officer
$10.0bn $28.2bn
Underlying replacement cost (RC) profit Operating cash flow excluding
(2018 $12.7bn) Gulf of Mexico oil spill paymentsa
(2018 $26.1bn)
$4.0bn $25.8bn
Profit attributable to BP shareholders Operating cash flow
(2018 $9.4bn) (2018 $22.9bn)
Financial and operating performance

$ million
except per
share amounts
2019 2018 2017
Segment RC profit (loss) before Profit before interest and taxation 11,706 19,378 9,474
interest and tax Finance costs and net finance expense relating to pensions and (3,552) (2,655) (2,294)
($ billion) other post-retirement benefits
Taxation (3,964) (7,145) (3,712)
2019
Non-controlling interests (164) (195) (79)
2018
Profit for the yearb 4,026 9,383 3,389
2017 Inventory holding (gains) losses, before tax (667) 801 (853)
(5) 0 5 10 15 20 25 Taxation charge (credit) on inventory holding gains and losses 156 (198) 225
● Upstream ● Downstream ● Rosneft RC profit 3,515 9,986 2,761
● Other businesses and corporate (includes
Net (favourable) adverse impact of non-operating items 8,263 3,380 3,730
costs related to the Gulf of Mexico oil spill)
● Consolidation adjustment – UPll★ and fair value accounting effects before tax
❙ Group RC profit before interest and tax Taxation charge (credit) on non-operating items (1,788) (643) (325)
and fair value accounting effects
Underlying RC profit 9,990 12,723 6,166
Dividends paid per share – cents 41.0 40.5 40.0
– pence 31.977 30.568 30.979
a This does not form part of BP’s Annual Report on Form 20-F as filed with the SEC.
b Profit (loss) attributable to BP shareholders.
More information
Upstream, see page 50.
Downstream, see page 56.
Rosneft, see page 61.
Other businesses and corporate, see page 63.
Oil and gas disclosures for the group, see page 308.
For a discussion of BP’s financial and operating performance for the year ending 31 December
2017, see BP Annual Report and Form 20-F 2018, pages 19-39 and BP Annual Report and Form
20-F 2017, pages 21-43.

Strategic report
Results Cash flow and net debt information

Profit for the year ended 31 December 2019 attributable to BP $ million
shareholders was $4.0 billion, compared with $9.4 billion in 2018. 2019 2018 2017
Excluding inventory holding gains, replacement cost (RC) profit was Operating cash flow excluding 28,199 26,091 24,098
$3.5 billion, compared with $10.0 billion in 2018. Gulf of Mexico oil spill paymentsa
After adjusting RC profit for a net charge for non-operating items Operating cash flow 25,770 22,873 18,931
of $7.2 billion and net favourable fair value accounting effects of Net cash used in investing activities (16,974) (21,571) (14,077)
$0.7 billion (both on a post-tax basis), underlying RC profit for the year Net cash used in financing activities (8,817) (4,079) (3,296)
ended 31 December 2019 was $10.0 billion, a decrease of $2.7 billion Cash and cash equivalents at end of year 22,472 22,468 25,586
compared with 2018. The decrease was predominantly due to lower Capital expenditure
oil and gas prices in the Upstream segment and a significantly weaker
Organic capital expenditure (15,238) (15,140) (16,501)
environment in the Downstream segment.
Inorganic capital expenditure (4,183) (9,948) (1,339)
Profit for the year ended 31 December 2018 attributable to BP (19,421) (25,088) (17,840)
shareholders was $9.4 billion, including inventory holding losses,
Finance debt 67,724 65,132 62,574
RC profit was $10.0 billion. After adjusting RC profit for a net charge
Net debt 45,442 43,477 37,819
for non-operating items of $2.8 billion and net favourable fair value
accounting effects of $68 million (both on a post-tax basis), underlying Finance debt ratio (%) 40.2% 39.3% 38.6%
RC profit for the year ended 31 December 2018 was $12.7 billion. This Gearing (%) 31.1% 30.0% 27.0%
reflected higher oil prices, record plant reliability and the benefit of new
major projects start-ups in Upstream; stronger refining margins and a This does not form part of BP’s Annual Report on Form 20-F as filed with the SEC.
strong fuels marketing growth in Downstream; and higher oil prices in

Rosneft segment. Operating cash flow
Operating cash flow for the year ended 31 December 2019 was
Non-operating items $25.8 billion, $2.9 billion higher than 2018. Operating cash flow in
The net charge for non-operating items was $7.2 billion after tax in 2019 reflects $2.7 billion of pre-tax cash outflows related to the Gulf
2019, mainly related to impairment charges, principally resulting from of Mexico oil spill. Compared with 2018, operating cash flows in 2019
the announcements to dispose of certain assets in the US and also reflected the favourable effect of an estimated $2.0 billion of lease
reclassification of accumulated foreign exchange losses from reserves payments being classified as financing cash flows from 1 January 2019
to the income statement on the formation of the BP Bunge Bioenergia following the implementation of IFRS 16.
joint venture. Movements in working capital adversely impacted cash flow in the
The net charge for non-operating items was $2.8 billion post-tax in year by $2.9 billion, including an adverse impact on working capital from
2018, mainly related to additional charges for the Gulf of Mexico oil spill, the Gulf of Mexico oil spill of $2.6 billion. BP actively manages its
environmental and other provisions, and further restructuring costs. working capital balances to optimize and reduce volatility in cash flow.
More information on non-operating items and fair value accounting Operating cash flow for the year ended 31 December 2018 was
effects can be found on pages 300 and 344. $22.9 billion, reflecting $3.5 billion of pre-tax cash outflows related to
the Gulf of Mexico oil spill.
Taxation Movements in working capital adversely impacted cash flow in the year
The charge for corporate income taxes was $3,964 million in 2019 by $4.8 billion. There was an adverse impact on working capital from
compared with $7,145 million in 2018. The decrease mainly reflects the the Gulf of Mexico oil spill of $3.1 billion. Other working capital effects,
lower level of profit in 2019. The effective tax rate (ETR) on the profit or principally an increase in other current and non-current assets partially
loss for the year was 49% in 2019 and 43% in 2018. The ETR for both offset by a decrease in inventory, had an adverse effect of $1.7 billion.
years was impacted by various one-off items.
Adjusting for inventory holding impacts, non-operating items and fair
value accounting effects, the underlying ETR was 36% in 2019 (2018
38%). The lower underlying ETR in 2019 compared with 2018 reflects
the reassessment of the recognition of deferred tax assets. In the
current environment, the underlying ETR in 2020 is expected to be
lower than 40%.

Net cash used in investing activities Group reserves and production (including
Rosneft segment)a
Net cash used in investing activities for the year ended 31 December
2019 decreased by $4.6 billion compared with 2018. $ million
2019 2018 2017
The decrease mainly reflected the phasing of the payments to BHP for
the Petrohawk acquisition. Estimated net proved reserves
(net of royalties)
Total capital expenditure for 2019 was $19.4 billion (2018 $25.1 billion), Liquids (mmb) 11,478 11,456 10,672
of which organic capital expenditure was $15.2 billion (2018 $15.1 Natural gas (bcf) 45,601 49,239 45,060
billion). Sources of funding are fungible, but the majority of the group’s
Total hydrocarbons (mmboe) 19,341 19,945 18,441
funding requirements for new investment comes from cash generated
by existing operations. We expect 2020 organic capital expenditure to Of which:
Equity-accounted entitiesb 9,965 9,757 8,949
remain towards the lower end of our $15-17 billion range.
Production (net of royalties)
Total divestment and other proceeds for 2019 amounted to $2.8 billion
Liquids (mb/d) 2,211 2,191 2,260
including $0.6 billion received in relation to the sale of a 49% interest
Natural gas (mmcf/d) 9,102 8,659 7,744
in BP’s retail property portfolio in Australia, shown within financing
activities in the group cash flow statement. Total divestment and other Total hydrocarbons (mboe/d) 3,781 3,683 3,595
proceeds for 2018 amounted to $3.5 billion including a $0.6 billion loan Of which:
repayment, relating to the refinancing of Trans Adriatic Pipeline AG. Subsidiaries 2,420 2,328 2,164
Equity-accounted entitiesc 1,360 1,355 1,431
BP expects to meet its target of $10 billion proceeds by end-2020 and
expects to announce a further $5 billion of agreed disposals by a Because of rounding, some totals may not agree exactly with the sum of their component
mid-2021. parts.
b Includes BP’s share of Rosneft. See Rosneft on page 61 and Supplementary information on
oil and natural gas on page 232 for further information.
Net cash used in financing activities c Includes BP’s share of Rosneft. See Rosneft on page 61 and Oil and gas disclosures for the
group on page 308 for further information.
Net cash used in financing activities for the year ended 31 December
2019 was $8.8 billion, compared with $4.1 billion in 2018. This was Total hydrocarbon proved reserves at 31 December 2019, on an oil
mainly as a result of $2.3 billion in lease liability repayments which were equivalent basis including equity-accounted entities, decreased by 3%
presented as operating cash flows and capital expenditure prior to the (decrease of 8% for subsidiaries and increase of 2% for equity-
implementation of IFRS 16, an increase of $1.5 billion in debt financing, accounted entities) compared with 31 December 2018. Natural gas
an increase of $1.2 billion in net repurchase of shares and an increase in represented about 41% (48% for subsidiaries and 34% for equity-
dividend payments of $0.3 billion offset by $0.6 billion in cash received accounted entities) of these reserves. The change includes a net
in relation to the sale of the 49% interest in BP’s retail property portfolio decrease from acquisitions and disposals of 133mmboe (decrease of
in Australia as described above. 134mmboe within our subsidiaries and increase of 1mmboe within our
equity-accounted entities). Acquisition activity in our subsidiaries
Total dividends distributed to shareholders in 2019 were 41.0 cents per
occurred in India, and divestment activity in our subsidiaries in the US
share, 0.5 cents higher than 2018. This amounted to a total distribution
and Egypt. There were no material acquisitions or divestments in our
to shareholders of $8.3 billion (2018 $8.1 billion), of which shareholders
equity-accounted entities.
elected to receive $1.4 billion (2018 $1.4 billion) in shares under the
scrip dividend programme. The total distributed in cash during the year Total hydrocarbon production for the group was 3% higher compared
amounted to $6.9 billion (2018 $6.7 billion). with 2018. The increase comprised a 4% increase (1% increase for
liquids and 7% increase for gas) for subsidiaries and was broadly flat
Debt with 2018 for equity-accounted entities.
Finance debt at the end of 2019 increased by $2.6 billion from the end
of 2018. The finance debt ratio at the end of 2019 increased by 0.9%.
Net debt at the end of 2019 increased by $2.0 billion from the 2018
year-end position. Gearing at the end of 2019 increased by 1.1%. Net
debt and gearing are non-GAAP measures. See Financial statements –
Note 26 for finance debt, which is the nearest equivalent measure on an
IFRS basis, and Note 27 for further information on net debt, including
the amendment of comparative information for finance debt, net debt
and gearing following the implementation of IFRS 16.
For information on financing the group’s activities, see Financial
statements – Note 29 and Liquidity and capital resources on page 301.

Strategic report
Sustainability
Operating sustainably, safely and responsibly is core to
our ability to create long-term value for our stakeholders,
deliver our net zero ambition and aims, and realize our
purpose to reimagine energy for people and our planet.
Our sustainability focus areas

Environment • Climate change and • Accrediting our low
We refreshed and expanded our the energy transition. carbon activities.
sustainability materiality assessment • Net zero aims. • Calling for more
process in 2019. We asked a range of • Carbon intensity of our products. progressive climate policies
external and internal stakeholders, • GHG emissions • Climate-related financial
including shareholders and employees, from our operations. disclosures.
to share their feedback on the issues that • Our ‘reduce, improve, • Working with others.
matter most to them. We also asked them create’ framework. • Managing our impacts.
to consider the relative impact of these
issues on our business and how they think
Safety and • Keeping people safe. • Cyber threats.
BP can influence them positively. We
security • Managing safety. • Security.
validated and prioritized the findings with
• Our operating • Working with contractors
experts in BP to help prioritize our
management system. • Our partners in joint
sustainability reporting. We’ve covered
• Preventing incidents. arrangements.
the main issues they consider in this
• Emergency preparedness.
section, along with additional key
non-financial information.
Our reporting
Our people • Attraction and retention. • Employee engagement.
For more information on our sustainability • Diversity. • Share ownership.
performance, see the BP Sustainability • Inclusion.
Report 2019.
For key environmental, social and
governance data, see our ESG datasheet
Communities • Value to society. • Human rights.
at bp.com/ESGdata.
For our mapping to some key sustainability Governance • Our values. • Lobbying and political
frameworks and standards, including GRI
and business • The BP code of conduct. donations.
and IPIECA, see bp.com/reportingcentre.
ethics • Anti-bribery and corruption. • Trade associations.
• Tax and transparency.
Non-financial reporting Page Other related information Page

information statement Environmental matters 40-45 Business model 14-15
This sustainability section, and other pages Our employees 47, 88-89, 221 Strategy 16-18
referenced below, provide information as
Social matters 48 Non-financial KPIs 32-34
required by section 414CB of the Companies
Act 2006 in relation to: Human rights 48 Principal risks 69-71
Anti-bribery and corruption 49 Policies 39-49, 68-69

Environment Greenhouse gas emissions from our operations
We report Scope 1 (direct) and Scope 2 (indirect) GHG emissions on
Climate change and the energy transition a carbon dioxide equivalent (CO2e) basis. Direct emissions include CO2
The world needs more energy to fuel prosperity and improve standards and methane from the combustion of fuel and the operation of facilities,
of living for a growing global population. This energy must be delivered and indirect emissions include those resulting from the purchase of
in affordable and reliable ways, but it must also be lower carbon. BP’s electricity and steam we import into our operations.
purpose is to reimagine energy for people and our planet. To deliver
Our overall emissions, on an operational control basis, increased in
this, we have set out a new ambition to become a net zero company
2019, mainly due to major acquisitions. But the SERs we achieved
by 2050 or sooner, and to help the world reach net zero.
came close to countering this increase. We achieved zero net growth
in our operational emissions with no offsets required against our
Net zero aims adjusted 2015 baseline.
Aim 1: Net zero operations Greenhouse gas emissions (MteCO2e)a
We aim to be net zero across our entire operations on an absolute basis
by 2050 or sooner. This aim relates to Scope 1 (direct) and Scope 2 Operational controlb
(indirect) greenhouse gas (GHG) emissions. 2019 2018 2017
Scope 1 (direct) emissions 49.2 48.8 50.5
Aim 2: Net zero oil and gas
We aim to be net zero on an absolute basis across the carbon in our Scope 2 (indirect) emissions 5.2 5.4 6.1
upstream oil and gas production by 2050 or sooner. This is our Scope 3 Total 54.4 54.2 56.6
aim, and is on a BP equity share basis excluding Rosneft. This carbon
was equivalent to 360MteCO2ea of emissions in 2019. BP equity sharec
2019 2018 2017
Scope 1 (direct) emissions 46.0 46.5 49.4
Scope 3
Scope 2 (Indirect) emissions 5.7 5.7 6.8
There are 15 categories of Scope 3 emissions. For our industry
Total 51.7 52.2 56.2
the most important of these categories is the ‘use of sold
products’ (category 11). For this category of Scope 3, we are a Our approach to reporting GHG emissions broadly follows the IPIECA/API/IOGP Petroleum
reporting for the first time the estimated CO2 emissions from Industry Guidelines for Reporting GHG Emissions. We calculate CO2 emissions based on
the fuel consumption and fuel properties for major sources. We report CO2 and methane.
the carbon in our upstream oil and gas productiona. This metric
We do not include nitrous oxide, hydrofluorocarbons, perfluorocarbons and sulphur
replaces the ‘customer emissions’ metric, which we previously hexafluoride as they are not material to our operations and it is not practical to collect this
reported in our Sustainability Report. For more information see data.
bp.com/sustainabilityreport. b Operational control data comprises 100% of emissions from activities that are operated by
BP, going beyond the IPIECA guidelines by including emissions from certain other activities
such as contracted drilling activities.
c BP equity share data comprises 100% of emissions from subsidiaries and the percentage
a This figure assumes that 100% of the oil and gas produced is combusted with no carbon
of emissions equivalent to our share of joint arrangements and associates, other than
capture, use and storage, although a proportion of global oil and gas goes into non-
BP’s share of Rosneft.
combusted uses, such as petrochemicals and lubricants.
Ratio of Scope 1 (direct) and Scope 2 (indirect) GHG emissions to gross
Aim 3: Halving intensity production (teCO2e/te)d
Our aim is to cut the carbon intensity of the products we sell by 50%,
2019 2018 2017 2016
by 2050 or sooner. This is a lifecycle GHG emissions intensity approach,
per unit of energy. It covers marketing sales of energy products and, 0.22 0.22 0.24 0.24
potentially, in the future, certain other products, such as those
d Gross production comprises upstream production, refining throughput and
associated with land carbon projects. petrochemicals produced.
This metric also responds to the CA100+ resolution, which requires

us to report the estimated carbon intensity of our energy products.
Estimated emissions intensity (gCO2e/MJ)
2019
Average emissions intensity of marketed energy products 79.7

Refined energy products 93.7
Gas products 71.6
Bio-products 28.8
Power products 43.8

Strategic report
Our ‘reduce, improve, create’ framework

In 2018 we set out our low carbon ambition and targets in In 2019 we announced plans to link our annual cash bonus to our
our ‘reduce, improve, create’ (RIC) framework: sustainable emissions reduction (SER) target. This means around
37,000 employees, including executives, are now incentivized and
• Reducing GHG emissions in our own operations.
rewarded for their contribution to reducing carbon emissions in BP.
• Improving products to help our customers and consumers
lower their emissions. We’ve met our SER target six years ahead of schedule and this has
• Creating low carbon businesses. motivated us to start work to set new targets. We plan to provide
more detail in September 2020.
Reducing Improving Creating

emissions in our operations our products low carbon businesses
2019 progress 2019 progress 2019 progress

• Achieved zero net growth in • Continued to scale up our • Began rolling out BP Chargemaster
operational emissions. Our total co-processing business, growing ultra-fast charging across BP forecourts
GHG emissions (operated) increased the volume of lower carbon bio- in the UK and piloted ultra-fast charging
slightly in 2019, largely due to the feedstock processed at our refineries. at Aral forecourts in Germany.
major acquisitions at the end of 2018. • Established more than 30 carbon • Increased our stake in Lightsource BP,
This was countered by other neutral BP retail sites, offering a to create a 50:50 joint venture, see
emissions reductions. Total emissions range of carbon neutral products page 73.
were still below the adjusted 2015 and services. • Took a leading role in the OGCI’s Net
baseline so no offsets were required. • Increased the supply of BP biojet, our Zero Teesside project in the UK. Using
• 1.4Mte of SERs delivered in 2019 sustainable aviation fuel, to 11 locations integrated carbon capture, use and
and 3.9Mte since 2016. And we linked worldwide – including in Sweden, storage, the project aims to store the
this target to the annual cash bonus France and the US. carbon dioxide emissions of the
of around 37,000 eligible employees carbon-intensive industries situated
in 2019. within the Teesside industrial cluster.
• Methane intensity of 0.14%, below
our target of 0.2%.
More information
Our strategy on page 16.
Directors’ remuneration report on page 100.
bp.com/sustainability.
Accrediting our lower carbon activities Calling for more progressive climate policies
Our advancing low carbon (ALC) accreditation programme aims to We plan to allocate more resources to advocate for well-designed
inspire every part of BP to identify lower carbon opportunities. Since its policies, including carbon pricing. We believe carbon pricing is the
launch, the programme has motivated people across BP to do more to most efficient way to reduce GHG emissions and incentivize everyone,
advance low carbon, with 76 activities being accredited in 2019. Each including energy producers and consumers, to play their part. In our
activity supports one of our low carbon ambitions. Deloitte conducts view, pricing can be as effective as a tax or a cap-and-trade system.
independent assurance on ALC activities. We estimate that 64MteCO2e
While we support well-designed carbon pricing, we’re prepared to
have been saved or offset through activities delivered by BP, and
oppose poorly designed proposals. For example, we opposed the
5.4Mte through activities delivered by BP partners since the
ballot initiative to introduce a carbon fee in Washington State, US in
programme began in 2017a.
November 2018. We believed that the policy was badly designed and
See bp.com/advancinglowcarbon for details on the programme and would have harmed Washington’s economy without significantly
Deloitte’s assurance statement. reducing carbon emissions. The ballot was not passed.
a The total emissions saved or offset from the accredited activities are estimated using a
variety of methodologies and baselines. The figures aim only to illustrate the impact of the
We continued to work with legislative leaders in the state and in 2019
activities within the programme, and delivered by BP or a BP partner only refers to the supported a cap-and-invest bill, which we believe will be more effective.
organization leading on delivering the activity. Savings or offsets may be claimed by or We intend to continue working with the Washington legislature during its
attributed to other parties. The scope of accredited activities is wider than, and does not 2020 session to see if a new carbon bill can be advanced.
seek to align with, our GHG reporting boundaries. Therefore, the figures are not directly
comparable to BP’s reported emissions.

Climate-related financial disclosures and the preparation and consideration of corporate reporting documents
and AGM materials. The board has reviewed the consistency of our
We support the recommendations of the Task Force on Climate-related
current strategy with the Paris goals, see page 17.
Financial Disclosures (TCFD), which was established by the Financial
Stability Board with the aim of improving the reporting of climate- The executive
related risks and opportunities. We intend to work constructively with The assessment and management of climate-related matters is
the TCFD, and others, to develop good practices and standards for embedded across BP at various levels and delegated authority flows
transparency. This will be a multi-year journey, but we have already down from the board, see page 83.
started, and our latest reporting provides information supporting the
Climate-related matters were discussed at each of the 11 executive
TCFD’s recommended disclosures.
team meetings in 2019 including the development of BP’s net zero
Governance ambition and aims ahead of discussion with the board.
Recommendation: Disclose the organization’s governance around
The executive team is supported by BP’s senior-level leadership and
climate-related issues and opportunities.
their respective teams, with dedicated business and functional
The board expertise focused on climate-related matters. This includes our carbon
The board is responsible for the overall conduct of the group’s business, management, safety and operational risk, group policy and our
which extends to setting our strategy and approach to the energy economics teams.
transition. The board and its associated committees, where appropriate,
Alignment between group, business and functional leaders is fostered
have oversight of climate-related matters (which include issues and
through cross-functional bodies, including the group, upstream and
opportunities) and are updated on these matters as frequently as
downstream carbon steering committees. 
necessary. In 2019 climate matters were included on the agenda for
each of the six board meetings. This informed the board’s consideration
of strategy.
The process by which the board is updated on climate-related matters
is managed by our company secretary’s office and depends on the topic
being discussed. In 2019 these processes included formal analysis of
our RIC targets, briefings with subject matter experts from the business
Climate governance: investments in 2019
BP board
Considers investment cases deemed sufficiently material to warrant

the board’s attention.
New business models Existing and new business models
Renewal committee Resource commitment meeting
Reviews strategic, commercial and investment decisions outside of core Reviews strategic, commercial and investment decisions related to
activity and related to new lines of business (up to $250 million organic existing and new lines of business (above $250 million organic and
and $25 million inorganic capital investment). Chaired by our chief $25 million inorganic capital investment). Chaired by our chief executive.
transition officer.
New energy frontiers Ventures investment

steering committee committee
Oversees strategy and Oversees strategic, commercial

development of growth and investment decisions in
opportunities in low carbon venturing business. Chaired by
business models that can be our group head of technology.
scaled up to create new
businesses for BP. Chaired by
our chief transition officer.
BP Launchpad
Launchpad is BP’s business-builder and scale-up factory. Its mission

is to build five $1 billion business unicorns. Chaired by our group head
of technology. Executive-level committee.
Cross-functional committee.

Strategic report
Strategy For the first time we have published the estimated lifecycle carbon
Recommendation: Disclose the actual and potential impacts of intensity of our marketed energy products, see page 40.
climate-related risks and opportunities on the organization’s
We recognize that climate-related risks include both:
business, strategy and financial planning where such information
is material. • Physical risks – risks related to the physical impacts of climate
change including event driven risks such as changes in the severity
We recognize the significance of the energy transition and the risks
and/or frequency of extreme weather events.
and opportunities it presents. As part of their consideration of BP’s
• Transition risks – risks related to the transition to a lower carbon
strategy, the board and executive team consider risks and opportunities
economy including policy and legal, technology, markets and
associated with climate change and the energy transition informed by
reputational risks.
a range of external inputs, including the International Panel on Climate
Change (IPCC), academic research and emerging regulatory The potential impacts of such climate-related risks are described in Risk
requirements, and BP materials such as the different scenarios factors, see pages 70-71. We place importance on pursuing a flexible
described in the BP Energy Outlook 2019. strategy which gives us optionality where there is uncertainty about the
pathways to achieve the Paris goals. This positions us to deliver our
We believe that the transition to a lower carbon economy presents
strategic priorities, and net zero ambition and aims.
significant business opportunities for BP. One of our strategic priorities
is to pursue new opportunities to meet evolving technology, consumer When developing our strategy, we draw on expertise from across the
and policy trends through venturing and low carbon, see page 28. organization. This includes our group economics team and their work
Some of the opportunities we see are set out in our RIC framework – on the scenarios described in the BP Energy Outlook 2019. The Energy
to improve our products, to help customers lower their emissions and to Outlook, together with other scenarios, informs our price assumptions
create new, lower carbon businesses, see page 41. which are part of our investment governance processes. The evaluation
of new material capex investment in 2019 for consistency with the Paris
We have set out 10 aims to support our ambition to be a net zero
goals is discussed on page 21.
company by 2050 or sooner and to help the world reach net zero. We
believe that collectively, these 10 aims set out a path that is consistent
with the Paris goals. One of our specific aims relates to halving the
carbon intensity of our marketed products by 2050 or sooner.
See page 6 for more information on our net zero ambition and aims.
Climate governance: management of climate-related matters in 2019
Chief executive and the executive team
Senior leadership
Carbon steering group
Accountability
Delegation
Focuses on strategy, policy, performance oversight and collaboration relating to carbon management activities across the group.
Chaired by our vice president of carbon management.
Upstream carbon steering committee Downstream advancing the energy transition committee
Focuses on the delivery of lower carbon plans in the Upstream. Develops and drives the implementation of advancing the
Chaired by our chief operating officer of production, energy transition in the Downstream. Chaired by our head
transformation and carbon, Upstream. of technology, Downstream and chief scientist.
Underpinned by systems, processes and risk management.
Executive-level committee. Cross-functional committee.

Senior-leadership level. Business and segment committee.

Our group strategic planning team is responsible for using data from Metrics and targets
the BP Energy Outlook and implementing the insights in our strategic Recommendation: Disclose the metrics and targets used to assess
frameworks, including our net zero ambition and mid-term RIC targets. and manage relevant climate-related risks and opportunities where
We recognize that climate-related risks are an important consideration such information is material.
in developing our strategy. Climate-related risks are incorporated into
We present the principal group-wide metrics and targets used to assess
BP’s governance process, see How we manage risk on page 69.
and manage climate-related risks and opportunities on page 17. This
Risk management includes the targets we set out in 2018 in our RIC framework.
Recommendation: Disclose how the organization identifies,
In addition, in 2019 BP announced that sustainable GHG emissions
assesses and manages climate-related risks.
reductions would be included as a factor in the reward of around
Our processes for identifying and managing climate-related risks are 37,000 eligible employees across the group and around the world,
integrated into BP’s risk management policy and the associated risk including executive directors. This target was 10% of the group’s annual
management procedures. BP’s risk management system is designed cash bonus scorecard and we exceeded the target set of 1.0Mte
to address all types of risks and as part of this system our operating (1.4Mte). In 2020 we plan to increase the percentage of remuneration
businesses are responsible for identifying and managing their risks. which is linked to emissions reductions for our leadership and eligible
Risks which may be identified include potential effects on operations employees. Our aim is to mobilize our workforce to become advocates
at asset level, performance at business level and developments at for our net zero ambition.
regional level from extreme weather or the transition to a lower For information on our 2020 remuneration policy, see page 110.
carbon economy.
As part of our annual planning process we review the group’s principal
risks and uncertainties. Climate change and the transition to a lower
carbon economy has been identified as a principal risk, see page 69.
This covers various aspects of how risks associated with the energy
transition could manifest. Similarly, physical climate-related risks such
as extreme weather are covered in our principal risks related to safety
and operations.
TCFD index table

TCFD recommended disclosure Where reported
Governance a. Describe the board’s oversight of climate-related Page 42.
Disclose the organization’s risks and opportunities.
governance around climate- b. Describe the management’s role in assessing and Page 42.
related issues and opportunities. managing climate related risks and opportunities.
Strategy a. Describe the climate-related risks and opportunities Achieving the Paris goals, page 13 – for a discussion of the
Disclose the actual and potential the organization has identified over the short, different pathways and time horizons considered
impacts of climate-related risks medium, and long term. RIC framework, page 41 – for an outline of opportunities.
and opportunities on the Risk factors, pages 70-71 – description of principal risks.
organization’s business, strategy b. Describe the impact of climate-related risks and Risk factors, pages 70-71 – description of principal risks.
and financial planning where opportunities on the organization’s businesses,
such information is material. strategy, and financial planning.
c. Describe the resilience of the organization’s strategy, Achieving the Paris goals, page 13.
taking into consideration different climate-related Our strategy, page 16.
scenarios, including a 2°C or lower scenario.
Risk management a. Describe the organization’s processes for identifying Risk management, page 44.
Disclose how the organization and assessing climate-related risks. Upstream, page 50.
identifies, assesses and Downstream, page 56.
manages climate-related risks. Other businesses and corporate, page 63.
b. Describe the organization’s processes for managing Risk management, page 44.
climate-related risks.
c. Describe how processes for identifying, assessing, Risk management, page 44.
and managing climate-related risks are integrated How we manage risk, pages 68-69.
into the organization’s overall risk management. Risk factors, pages 70-71.
Metrics and targets a. Disclose the metrics used by the organization to Relevant group-wide metrics and targets, page 17.
Disclose the metrics and targets assess climate-related risks and opportunities in line
used to assess and manage with its strategy and risk management process.
relevant climate-related risks b. Disclose Scope 1, Scope 2, and, if appropriate, GHG emissions data, page 40.
and opportunities where such Scope 3 GHG emissions, and the related risks.
information is material.
c. Describe the targets used by the organization to RIC framework, page 41.
manage climate-related risks and opportunities and (Also note: Net zero ambition and aims, page 6).
performance against targets.

Strategic report
Working with others Safety and security

We work with peers, non-governmental organizations and Safety remains our number one priority and one of our core values.
academic institutions to support the energy transition. Our aim is to have no accidents, no harm to people and no damage
to the environment.
The Oil and Gas Climate Initiative (OGCI) brings together 13 oil and gas
companies to increase the ambition, speed and scale of the initiatives We are working to continue to improve personal and process safety and
undertaken by its individual companies to help reduce manmade GHG operational risk management across BP and to strengthen our safety
emissions. OGCI announced a collective methane intensity target for management. Our approach builds on our experience, including learning
member companies in 2018. from incidents, operations audits, annual risk reviews and sharing
For more information on BP’s methane intensity, see page 34. lessons learned with our industry peers.
BP is working with OGCI Climate Investments and certain other OGCI Process safety events Recordable injury frequency
member companies to help progress the UK’s first commercial (number of incidents) (workforce incidents per 200,000 hours worked)
full-chain carbon capture, use and storage project. Net Zero Teesside 100 0.4
83
plans to capture CO2 from new, efficient gas-fired power generation and 84 72
transport it by pipeline to be stored in a formation under the southern 75 0.3
61
North Sea. The infrastructure would also allow other industries in 56
Teesside to store CO2 captured from their processes. The project, 50 0.2
which is currently undergoing a feasibility study, could be in operation
by the mid-2020s. 25 0.1
26
20 18
16 16
Managing our impacts 0 0
2015 2016 2017 2018 2019 2015 2016 2017 2018 2019
We work hard to avoid, mitigate and manage our environmental
Tier 1 Tier 2 Workforce 0.243 0.211 0.218 0.198 0.166
and social impacts over the life of our operations. Employee 0.203 0.194 0.202 0.152 0.128
Contractor 0.279 0.222 0.229 0.233 0.193
The way our businesses around the world are expected to understand
American Petroleum Institute US benchmark*
and manage their environmental and social impacts is set out in our International Association of Oil & Gas
operating management system (OMS). This includes requirements on Producers benchmark*
engaging with stakeholders who may be affected by our activities. * API and IOGP 2019 data reports are not available
until May 2020.
In planning our projects, we identify potential impacts from our activities
in areas such as land rights, water use and protected areas. We use the Keeping people safe
results of this analysis to identify actions and mitigation measures and All our employees and contractors have the responsibility and the
look to implement these in project design, construction and operations. authority to stop unsafe work. Our safety rules guide our workers on
For example, in Mauritania and Senegal we are working with national staying safe while performing tasks with the potential to cause most
and international scientists on the biodiversity action plan for the harm. The rules are aligned with our OMS and focus on areas such as
Greater Tortue Ahmeyim development. working at heights, lifting operations and driving safety.
Our OMS requires each of BP’s operating businesses and functions to We monitor and report on key workforce personal safety metrics in line
create and maintain its own OMS handbook, describing how it will carry with industry standards. We include both employees and contractors in
out its local operating activities. Through self-verification, local business our data.
processes are reviewed and areas for improvement are prioritized,
allowing focus on delivering safe, reliable and compliant operations. Tragically we suffered two fatalities in 2019. In July a fire-fighting
assistant in our biofuels business in Brazil was fatally injured following a
For information on our oil spill performance see page 46. fire truck accident while attending to an agricultural fire. In October a
Water contractor at our Whiting refinery in the US was fatally injured when he
We review water risks every year, taking into account availability, fell from a scaffold ladder.
quantity, quality and regulatory requirements. We also use a range of
2019 2018 2017
tools, including the Global Environmental Management Initiative Local
Water Tool and the World Resources Institute Aqueduct Global Water Recordable injury frequencya 0.166 0.198 0.218
Risk Atlas. Day away from work case frequencyb 0.047 0.048 0.055
Severe vehicle accident rate 0.05 0.04 0.03
In 2019 we saw a 4% rise in freshwater withdrawals and a 3% rise in
freshwater consumption. This was largely due to increased production, a Incidents that result in a fatality or injury per 200,000 hours worked.
with freshwater withdrawal and consumption intensities remaining flat, b Incidents that result in an injury where a person is unable to work for a day (shift) or more
per 200,000 hours worked.
compared with 2018.
Air emissions Our recordable injury frequency, which includes BHP assets acquired in
We put measures in place to manage our air emissions, in line with 2018, reduced by 16% in 2019. There is always more we can do and we
regulations and industry guidelines designed to protect the health of remain focused on achieving better results today and in the future.
local communities and the environment. In 2019 we took delivery of
the last three vessels in our new fleet of six liquefied natural gas (LNG)
carriers. These use around 25% less fuel and emit less nitrogen oxides
than the older LNG carriers in the BP operated fleet.
See bp.com/environment for more information.

Managing safety Cyber threats
BP-operated businesses are responsible for identifying and managing The severity, sophistication and scale of cyber attacks continues to
operating risks and bringing together people with the right skills and evolve. The increasing digitalization and reliance on IT systems makes
competencies to address them. Our safety and operational risk team managing cyber risk an even greater priority for many industries,
works alongside BP-operated businesses to provide oversight and including our own.
technical guidance, while our group audit team visits sites on a
The risk comes from a variety of cyber-threat actors, including nation
risk-prioritized basis to check how they are managing risks.
states, criminals, terrorists, hacktivists and insiders. As with previous
years, we’ve experienced threats to the security of our digital
Our operating management system infrastructure, but none of these had a significant impact on our
Our OMS is a group-wide framework designed to help us manage risks business in 2019. We have a range of measures to manage this risk,
in our operating activities and drive performance improvements. It brings including the use of cyber-security policies and procedures, security
together BP requirements on health, safety, security, the environment, protection tools, continuous threat monitoring and event detection
social responsibility and operational reliability, as well as related issues, capabilities, and incident response plans. We also conduct exercises
such as maintenance, contractor relations and organizational learning, to test our response to and recovery from cyber attacks. To encourage
into a common management system. vigilance among our staff, our cyber-security training and awareness
programme covers topics such as phishing and the correct classification
Our OMS also helps us improve the quality of our activities by setting a
and handling of our information. We collaborate closely with governments,
common framework that our operations must work to. We review and
law enforcement and industry peers to understand and respond to new
amend these requirements from time to time to reflect our priorities.
and emerging threats.
Any variations in the application of our OMS, in order to meet local
regulations or circumstances, are subject to a governance process.
Security
Recently acquired operations need to transition to our OMS.
We monitor for hostile actions that could harm our people or disrupt
Preventing incidents our operations. These actions might be connected to political or social
unrest, terrorism, armed conflict or criminal activity. We take these
We carefully plan our operations, with the aim of identifying potential
potential threats seriously and assess them continuously.
hazards and having rigorous operating and maintenance practices
applied by capable people to manage risks at every stage. We design Our 24-hour response information centre in the UK uses state-of-the-art
our new facilities in line with process safety, good design and technology to monitor evolving high-risk situations in real-time. It helps
engineering principles. us to assess the safety of our people and provide them with practical
advice if there is an emergency.
We track our safety performance using industry metrics such as the
American Petroleum Institute recommended practice 754 and the This year, we faced a number of protests. We worked with local police,
International Association of Oil & Gas Producers recommended including marine authorities, to minimize any disruption from these to
practice 456. our operations.
2019 2018 2017 Working with contractors

Tier 1 and tier 2 process safety eventsa 98 72 79
Through documents that help bridge between our policies and those
Oil spills – numberb 152 124 139
of our contractors, we define the way our safety management system
Oil spills contained 90 63 81 co-exists with those of our contractors to manage risk on a site. For our
Oil spills reaching land and water 58 57 58 contractors facing the most serious risks, we conduct quality, technical,
Oil spilled – volume (thousand litres) 710 538 886 health, safety and security audits before awarding contracts. Once they
Oil unrecovered (thousand litres) 300 131 265 start work, we continue to monitor their safety performance.
a Tier 1 process safety events are losses of primary containment of greatest consequence Our OMS includes requirements and practices for working with
– such as causing harm to a member of the workforce, costly damage to equipment or contractors. Our standard model contracts include health, safety and
exceeding defined quantities. Tier 2 events are those of lesser consequence. security requirements. We expect and encourage our contractors and
b Number of spills greater than or equal to one barrel (159 litres, 42 US gallons).
their employees to act in a way that is consistent with our code of
The total number of tier 1 and tier 2 process safety events increased conduct and take appropriate action if those expectations, or their
in 2019, mainly reflecting performance in assets recently acquired. contractual obligations, are not met.
Underlying performance across the group improved slightly from 2018.
We are implementing BP procedures and processes to help bring newly Our partners in joint arrangements
acquired assets in line with BP assets. In joint arrangements where we are the operator, our OMS, code of
We investigate incidents including near misses. And we use leading conduct and other policies apply. We aim to report on aspects of our
indicators, such as inspections and equipment tests, to monitor the business where we are the operator – as we directly manage the
strength of controls to prevent incidents. We also use techniques that performance of these operations. We monitor performance and how risk is
help teams to analyse and redesign tasks to reduce the chance of managed in our joint arrangements, whether we are the operator or not.
mistakes occurring. Where we are not the operator, our OMS is available as a reference
point for BP businesses when engaging with operators and co-
Emergency preparedness venturers. We have a group framework to assess and manage BP’s
The scale and spread of BP’s operations means we must be prepared exposure related to safety, operational and bribery and corruption risk
to respond to a range of possible disruptions and emergency events. from our participation in these types of arrangements. Where
We maintain disaster recovery, crisis and business continuity appropriate, we may seek to influence how risk is managed in
management plans and work to build day-to-day response capabilities arrangements where we are not the operator.
to support local management of incidents.

Strategic report
Our people At the end of 2019 we had five female directors (2018 5) on our board.
Our nomination committee remains mindful of diversity when considering
BP’s success depends on having a talented and diverse workforce that potential candidates. For more information on the composition of our
represents the communities we serve. board, see page 74.
Number of employees at 31 Decembera 2019 2018 2017

In the UK we report the gender pay gap for five BP entities. Our 2019
report shows small improvements since 2018, including improvements
Upstream 16,600 16,900 17,700
in our highest pay gap entities – BP p.l.c. and BP Exploration Operating
Downstream 44,300 42,700 42,100
Company Limited. Six of the 10 gaps have narrowed. Our challenge is
Other businesses and corporate 9,200 13,400 14,200 to maintain and, if possible, accelerate this trend. We are working to
Total 70,100 73,000 74,000 address the differences but recognize that this is a long-term challenge.
a Reported to the nearest 100. For more information see Financial statements – Note 35. See bp.com/ukgenderpaygap for data and more information on our gender
pay gap in the UK.
Our people are the most important element of our success. We need
a motivated, engaged, and diverse workforce to deliver our purpose Inclusion
and strategy. We aim to build a culture that generates the diversity
of thought, approach and ideas needed to play a leading role in the To promote an inclusive culture we provide leadership training and
energy transition, a culture in which people’s wellbeing is valued and support employee-run advocacy groups in areas such as gender,
differences are respected. ethnicity, sexual orientation and disability. As well as bringing employees
together, these groups support our recruitment programmes and
The group people committee helps facilitate the group chief executive’s provide feedback on the potential impact of policy changes. Each
oversight of policies relating to employees. In 2019 the committee group is sponsored by a senior executive.
discussed people policies, including our remuneration policy, progress
in our diversity and inclusion programme, modernizing and strengthening In 2019 we built closer ties between our central diversity and
our attractiveness as an employer, our talent and learning programmes inclusion team and local business resource groups (BRGs). We also
and long-term people priorities. held a number of events for employees from our BRGs, including an
‘economics of diversity’ webcast, a roadshow and a diversity and
Attraction and retention inclusion week.
We aim to recruit talented people from diverse backgrounds, and We aim to ensure equal opportunity in recruitment, career development,
invest in training, development and competitive rewards for all our promotion, training and reward for all employees – regardless of ethnicity,
people. We invest in employee development – with a focus on driving national origin, religion, gender, age, sexual orientation, marital status,
safe, reliable and compliant operations, and on building technical, disability, or any other characteristic protected by applicable laws.
functional and leadership capability. This includes a range of Where existing employees become disabled, our policy is to engage
development opportunities for our people through a mix of on-the-job and use occupational assistance where needed, and to use reasonable
learning, developmental relationships with mentors, managers and accommodations or adjustments to enable continued employment.
peers, and training delivered face-to-face, virtually and through We have been recognized by a number of external awards in 2019,
simulation or e-learning. including The Times newspaper’s Top 50 Employers for Women,
Stonewall Global Leader and the FT’s Inclusive Companies recognition.
Diversity
We set out our current diversity and inclusion ambition in 2012. It is Employee engagement
based on our core values of safety, respect, excellence, courage and Our managers hold regular team and one-to-one meetings with their
one team. team members, complemented by formal processes through works
We aim to attract, develop and retain the best talent and to create a councils in parts of Europe. We regularly communicate with employees
diverse and inclusive working environment, where everyone is on factors that affect BP’s performance, and seek to maintain
accepted, valued and treated equally without discrimination. constructive relationships with labour unions formally representing
our employees.
A total of 25% of our group leaders came from countries other than the
UK and the US in 2019 (2018 24%). To understand what our employees think and feel about BP, we run an
annual ‘Pulse’ survey and in 2019 we introduced ‘Pulse Live’, which
Workforce by gender enables us to monitor changes in employee sentiment on a weekly
As at 31 December 2019 Male Female Female % basis. The overall employee engagement score in our 2019 survey was
Board directors 7 5 42 65% (2018 66%). Pride in working for BP was 75% (2018 76%). In the
Executive team 11 2 15 2019 survey, participating employees told us we should focus more
attention in several areas, including: sharing our strategy, reinforcing the
Group leaders 285 93 25
need for an open speak-up culture, explaining how BP is taking action to
Subsidiary directors 1,202 247 17
help create a low carbon future and providing updates on safety
All employees 43,762 26,280 38 improvements and other priorities.
The gender balance across BP as a whole is improving, with women
representing 38% of BP’s total population (2018 35%). We are working
Share ownership
to improve these numbers further by, for example, developing We encourage employee share ownership and have a number of
mentoring, sponsorship and coaching programmes to help more employee share plans in place. For example, we operate a ShareMatch
women advance. But we still have work to do at the executive and plan in more than 50 countries, matching BP shares purchased by our
senior levels. employees. We also operate a group-wide discretionary share plan,
which allows employee participation at different levels globally and is
linked to the company’s performance.

Communities
Value to society
We aim to have a positive and enduring impact on the communities in
which we operate. In supplying energy, we contribute to economies
around the world by employing local staff, helping to develop national
and local suppliers, and through the funds we pay to governments from
taxes and other agreements.
Additionally, our social investments support community efforts to
increase incomes and improve standards of living. We committed
$84 million in social investment in 2019 (2018 $114.2 million).
We aim to recruit our workforce from the community or country in
which we operate. We also run programmes to build the skills of
businesses and develop the local supply chain in a number of locations.
For example, in the West Nile Delta, we provided training on vocational
skills and health and safety standards for local people. We reached
more than 2,000 people by the end of 2019.
Nationals employed
2019 2018
Angola 88% 87%
Azerbaijan 92% 91%
Egypt 81% 78%
Indonesia 97% 96%
Oman 80% 77%
Trinidad & Tobago 96% 96%
See bp.com/society for more information on how we generate value

to society.
Human rights
We are committed to respecting the rights and dignity of all people
when conducting our business.
We respect internationally recognized human rights as set out in
the International Bill of Human Rights and the International Labour
Organization’s Declaration on Fundamental Principles and Rights at
Work. These include the rights of our workforce and those living in
BP Target Neutral communities potentially affected by our activities.
By buying carbon offsets, Target Neutral is
supporting finance in projects that not only reduce We set out our commitments in our business and human rights policy
carbon but make a critical difference to the health and our code of conduct. Our OMS contains guidance on respecting the
of low-income families. rights of workers and community members.
The ONIL cookstove project has equipped 25,000 We are incorporating the UN Guiding Principles on Business and Human
rural homes in Mexico with cookstoves that burn Rights, which set out how companies should prevent, address and
more efficiently, using up to 58% less firewood
remedy human rights impacts, into our business processes. Our focus
than a traditional open fire, and are equipped with
areas include ethical recruitment and working conditions, responsible
chimneys to take harmful cooking fumes outside
the household. security and community health and livelihoods.
See bp.com/humanrights for more information about our approach to
human rights.

Strategic report
Governance and business ethics Lobbying and political donations

Our aim is to more actively advocate for policies that support net zero,
Our values including carbon pricing, see page 41.
Our values of safety, respect, excellence, courage and one team
We work with governments on a range of issues that are relevant to
represent the qualities and actions we wish to see in BP. They inform
our business, from regulatory compliance, to understanding our tax
the way we do business and the decisions we make. We use these
liabilities, to collaborating on community initiatives. The way in which
values as part of our recruitment, promotion and individual performance
we interact with those governments depends on the legal and
management processes.
regulatory framework in each country.
See bp.com/values for more information.
We prohibit the use of BP funds or resources to support any political
candidate or party.
The BP code of conduct
We recognize the rights of our employees to participate in the political
Our code of conduct is based on our values and sets clear expectations
process and these rights are governed by the applicable laws in the
for how we work at BP. It applies to all BP employees, including
countries in which we operate. For example, in the US we provide
members of the board.
administrative support for the BP employee political action committee
Employees, contractors or other third parties who have a question (PAC), which is a non-partisan committee that encourages voluntary
about our code of conduct or see something that they feel is unethical employee participation in the political process. All BP employee PAC
or unsafe can discuss this with their managers, supporting teams, contributions are reviewed for compliance with federal and state law
works councils (where relevant) or through OpenTalk, a confidential and are publicly reported in accordance with US election laws.
and anonymous helpline operated by an independent company.
We received more than 1,800 concerns or enquiries through these
Trade associations
channels in 2019 (2018 1,712). The most commonly raised concerns We aim to set new expectations for our relationships with trade
were related to the ‘Our people’ section of our code. The section associations around the world. BP is a member of many industry
addresses issues such as harassment, equal opportunity, and diversity associations that offer opportunities to share good practices and
and inclusion. collaborate on issues of importance to our sector. In 2019 we began
an in-depth review assessing the alignment of the climate-related
We take steps to identify and correct areas of non-conformance and
policies and activities of 30 key trade associations to which we
take disciplinary action where appropriate. In 2019 our businesses
belong with BP’s position. As a result of this process we will be
dismissed 74 employees for non-conformance with our code of conduct
leaving three associations due to misalignment on climate policy.
or unethical behaviour (2018 50). This excludes dismissals of staff
For more information on the review process and outcomes see
employed at our retail service stations.
bp.com/tradeassociations.
See bp.com/codeofconduct for more information.
Tax and transparency
Anti-bribery and corruption
We are committed to complying with tax laws in a responsible manner
We operate in parts of the world where bribery and corruption present and having open and constructive relationships with tax authorities.
a high risk. We have a responsibility to our employees, our shareholders We paid $6.9 billion in income and production taxes to governments
and to the countries and communities in which we do business to be in 2019 (2018 $7.5 billion).
ethical and lawful in all our work. Our code of conduct explicitly
prohibits engaging in bribery or corruption in any form. We disclose information on payments to governments for our upstream
activities on a country-by-country and project basis under national
Our group-wide anti-bribery and corruption policy and procedures reporting regulations such as those in effect in the UK. We also make
include measures and guidance to assess risks, understand relevant payments to governments in connection with other parts of our
laws and report concerns. They apply to all BP-operated businesses. business – such as the transporting, trading, manufacturing and
We provide training to employees appropriate to the nature or location marketing of oil and gas.
of their role. Around 11,000 employees completed anti-bribery and
corruption training in 2019 (2018 10,957). We are a founding member of the Extractive Industries Transparency
Initiative (EITI), which requires disclosure of payments made to and
We assess any exposure to bribery and corruption risk when working received by governments in relation to oil, gas and mining activity.
with suppliers and business partners. Where appropriate, we put in
place a risk mitigation plan or we reject them if we conclude that risks Through EITI we work with governments, NGOs and international
are too high. We also conduct anti-bribery compliance audits on agencies to improve transparency. For example, in 2019 we enacted
selected suppliers when contracts are in place. For example, our our global commitment through membership of the international board,
upstream business conducts audits for a number of suppliers in including supporting decision making on the new global EITI standard,
higher-risk regions to assess their conformance with our anti-bribery which represents a further evolution in transparency. The focus is on
and corruption contractual requirements. We take corrective action making disclosure and open data a routine part of government and
with suppliers and business partners that fail to meet our expectations, corporate reporting, providing information to stakeholders in a way
which may include terminating contracts. In 2019 we issued 25 audit that supports its widespread use in analysis and decision making. It
reports (2018 27). now requires contract transparency for new contracts from 2021, as
well as new requirements on environmental reporting and gender.
See bp.com/tax for our approach to tax and our payments to
governments report.

Upstream
The Upstream segment is

responsible for our activities in oil
and natural gas exploration, field
development and production.
Business model
Exploration Wells and Global operations

projects organization
The exploration function is The global wells organization The global operations
responsible for renewing our and the global projects organization is responsible for
resource base through access, organization are responsible for safe, reliable and compliant
exploration and appraisal, while the safe, reliable and compliant operations, including upstream
the reservoir development execution of wells (drilling and production assets and midstream
function is responsible for the completions) and major projects. transportation and processing
stewardship of our resource activities.
portfolio over the life of each field.
Performance in 2019
Upstream profitability
($ billion) 58,000km2 94.4% 9
4.9
new exploration access BP-operated upstream plant successful completion
2019 (2018 63,000km2) reliability of turnarounds
11.2
(2018 95.7%) (2018 7)
14.3
2018
5 5 2.6
14.6
5.2
2017
5.9 final investment decisions major project start ups million barrels of oil equivalent
(2018 9) (2018 6) per day – hydrocarbon production
0.6
2016 (2018 2.5mmboe/d)
–0.5
–0.9
2015
1.2
RC profit (loss) before interest and tax

Underlying RC profit (loss) before
interest and tax★

Strategic report
Strategy In 2016 we identified a future growth target of 900,000 barrels of oil

equivalent per day of production from new major projects by 2021 and
Our strategy has three parts and is enabled by:
we remain on track to deliver that, having started up 24 of the 35 major
Quality execution projects needed to reach this target by the end of 2019.
We want to be the best at what we do – everywhere we work.
We see our scale and long history in many of the great basins in the
This starts with executing our activity safely. In every basin, we will
world as a differentiator for BP and believe in the strength of our
benchmark against the competition and aim to be the best – whether
incumbent positions. We believe we are balanced and flexible – in
it be operating facilities reliably and cost effectively, with a focus on
terms of geography, hydrocarbon type and geology – and rather than
emissions, drilling wells, managing our reservoirs, exploring, building
being restricted by a traditional way of working, we have and will
projects, or deploying technology. Through the quality of our execution,
continue to use creative business models to generate value.
scale and infrastructure, we aim to be competitive in every basin, and as
a business, get more from a unit of capital than our peers.
This describes our strategy and organizational model in 2019.
Growing advantaged oil and gas
Following BP’s new ambition and aims set out in February 2020,
We manage our portfolio through disciplined investment in the world’s
we are transforming our business. We plan to provide more
great oil and gas basins.
information on our future strategy and near-term plans at our
We intend to make longer-term investments in natural gas as a lower capital markets day in September 2020.
carbon fuel which can complement renewables and provide stable cash
flows while contributing to the energy transition to a lower carbon
future. We see our gas portfolio being complemented by oil assets
that we consider to be advantaged in the energy transition; this is oil
we can produce at a lower cost and higher margin, with faster payback Financial performance
times and ready access to markets, and maintaining a rigorous focus $ million
on carbon. 2019 2018 2017

Sales and other operating revenuesa 54,501 56,399 45,440
We aim to maintain a strong financial frame, allocating capital to
RC profit before interest and tax 4,917 14,328 5,221
build resilience to withstand uncertainty and change in the external
environment. Ensuring sustainability of our business model and Net (favourable) adverse impact of
non-operating items and fair value
products will be key to maintaining competitiveness.
accounting effects 6,241 222 644
Returns-led growth Underlying RC profit (loss) before
We want to grow returns and value, and believe this will come from interest and tax 11,158 14,550 5,865
many sources – expanding and managing our margins, operational Organic capital expenditureb 11,904 12,027 13,763
efficiency, unit cost reduction, and capital efficiency with disciplined
BP average realizations c $ per barrel
levels of capital reinvestment.
Crude oild 61.56 67.81 51.71
Our major projects are selected and evaluated on a balanced set of Natural gas liquids 18.23 29.42 26.00
investment criteria, which allow for comparison and prioritization, and to
Liquids 57.73 64.98 49.92
evaluate for consistency with Paris goals within an appropriate portfolio
context. In the Upstream this evaluation includes confirming whether $ per thousand cubic feet
we expect them to generate positive returns within a price and demand Natural gas 3.39 3.92 3.19
environment we consider to be consistent with those goals, with a bias US natural gas 1.93 2.43 2.36
towards shorter payback times and a comparison with the operational $ per barrel of oil equivalent
emissions profile of our wider Upstream portfolio. Total hydrocarbons 38.00 43.47 35.38
Underpinning our business model and strategy is our transformation $ per barrel of oil equivalent
agenda. In 2019 we had more than 1,000 projects across the Upstream Average oil marker prices e $ per barrel
aimed at sustainably improving both performance and ways of working
Brent 64.21 71.31 54.19
in the Upstream. Since the inception of our transformation programme
West Texas Intermediate 57.03 65.20 50.79
in 2016, projects are estimated to have delivered an additional
$1.5 billion of cash flow to the business. Average natural gas marker prices $ per million British thermal units
Average Henry Hub gas pricef 2.63 3.09 3.11
In addition to our core upstream exploration, development and
pence per therm
production activities, the segment is responsible for the midstream
transportation, storage and processing that support its operations. We Average UK National Balancing
also market and trade natural gas, including liquefied natural gas (LNG), Point gas pricee 34.70 60.38 44.95
power and natural gas liquids. In 2019 our activities took place in 34 a Includes sales to other segments.
countries. b A reconciliation to GAAP information at the group level is provided on page 299.
c Realizations are based on sales by consolidated subsidiaries only, which excludes
BPX Energy, our onshore oil and gas business in the US Lower 48 equity-accounted entities.
states, continues to operate as a separate, asset-focused, onshore d Includes condensate.
business. Integration of the BHP assets acquired in 2018 has gone e All traded days average.
f Henry Hub First of Month Index.
well, with realized savings from synergies more than double our
original target for 2019.
We optimize and integrate the delivery of our activities across 12
regions, with support provided by global functions in specialist areas
of expertise: technology, finance, procurement and supply chain,
human resources, information technology and legal.

Market prices Financial results
Brent remains an integral marker to the production portfolio, from which Sales and other operating revenues for 2019 decreased compared
a significant proportion of production is priced directly or indirectly. with 2018, primarily reflecting lower liquids and gas realizations
partially offset by higher production and strong gas marketing
Brent ($/bbl)
and trading revenues.
Replacement cost profit before interest and tax for the segment
120
120 included a net non-operating charge of $6,947 million. This
primarily relates to impairments arising from disposal transactions.
90 See Financial statements – Note 5 for further information. Fair value
accounting effects had a favourable impact of $706 million relative to
60
management’s view of performance.
30 The 2018 result included a net non-operating charge of $183 million,
primarily related to impairment charges associated with a number of
00
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
assets, following changes in reserves estimates, the decision to
dispose of certain assets and the decision to relinquish a number of
2019 2018 2017 Five-year range leases expiring in the near future, partially offset by reversals of prior
year impairment charges. Fair value accounting effects had an adverse
Dated Brent prices averaged $64.21 per barrel in 2019 – a 9% decrease impact of $39 million relative to management’s view of performance.
from 2018 levels but almost 30% above the 2015-17 average. Prices
After adjusting for non-operating items and fair value accounting
fluctuated during the year reaching a peak of $71 in April on OPEC+
effects, the underlying replacement cost result before interest and tax
supply restraints and the decline in Venezuelan and Iranian output. In
was lower in 2019 compared with 2018. This primarily reflected lower
the second half of the year, prices fluctuated between $59 in August
liquids and gas realizations and higher depreciation, depletion and
to $67 in December as OPEC+ restrained supply amid trade tensions.
amortization partly offset by strong gas marketing and trading results
Global consumption increased by 0.9 million barrels per day (mmb/d) to
and higher production.
100.1mmb/d for the year (0.9%) – a slowdown from growth rates seen
in the prior two years as trade tensions slowed global macroeconomic Organic capital expenditure was $11.9 billion (2018 $12.0 billion).
growth. Global oil production remained flat at 100.5mmb/d, with growth
In total, disposal transactions generated $2 billion in proceeds in 2019,
from non-OPEC countries offsetting supply restraint and disruptions
with a corresponding reduction in net proved reserves of 134mmboe
in OPEC countries. The fall in output in Venezuela and Iran due to
within our subsidiaries. The major disposal transaction during 2019 was
sanctions significantly contributed to the 1.9mmb/d decline in
the disposal of our interests in Gulf of Suez oil concessions in Egypt.
OPEC output in 2019.
At year end, a number of balances associated with assets awaiting
the completion of announced disposals were held within the Assets
Henry Hub ($/mmBtu) held for sale category in the balance sheet. These related to assets in
Alaska and US Lower 48. Impairment charges totalling $6.0 billion were
99 recognized in connection with these planned disposals. See Financial
statements – Notes 2 and 4 for further information.
6 More information on disposals is provided in Upstream analysis by
region on page 303.
3 Outlook for 2020
At the current time the global spread of the coronavirus (COVID-19)
00 is causing considerable uncertainty in the market, lowering demand
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec forecasts. This, and the changing dynamic among OPEC+ members,
has put downward pressure on prices. Aside from these factors,
2019 2018 2017 Five-year range
we had expected price volatility in the near term. Taking these
factors into account, we expect the outlook for the year as a whole
Henry Hub prices decreased to $2.63/mmBtu in 2019 from
to remain challenging.
$3.09/mmBtu in 2018 as US associated gas production continued
to grow strongly while US gas consumption growth slowed down.
The UK National Balancing Point hub price was almost halved from
60.38 pence per therm in 2018, down to 34.70 in 2019, due to a
significant increase in European LNG imports and record high storage
levels. Asian spot prices declined from $9.76/mmBtu in 2018, down to
$5.49/mmBtu on the back of global LNG oversupply, declining LNG
demand in Japan and Korea and a slow-down of Chinese LNG imports.

Strategic report
Exploration Proved reserves replacement ratio

The group explores for oil and natural gas under a wide range of The proved reserves replacement ratio for the segment in 2019 was
licensing, joint arrangement and other contractual agreements. 41% for subsidiaries and equity-accounted entities (2018 69%), 25%
We may do this alone or, more frequently, with partners. for subsidiaries alone (2018 66%) and 210% for equity-accounted
entities alone (2018 106%). For more information on proved reserves
Our exploration and new access teams work to find advantaged barrels
replacement for the group see page 308.
to build our hopper of options for potential future development. That
hopper of options gives us the flexibility to grow the cash and value Upstream proved reserves
in the Upstream business while increasing the average quality of (mmboe)
the portfolio.
Liquids
In line with our strategy, we are spending less on exploration and we 4,902 Subsidiaries
plan to spend a significant part of our exploration budget on lower-risk, 831 Equity-accounted entities
shorter-cycle-time opportunities around our incumbent positions. Gas
4,473 Subsidiaries
New access in 2019 854 Equity-accounted entities
We gained access to new acreage covering around 58,000km2 in nine

countries – Argentina, Australia, Brazil, the Gambia, India, Oman, Peru,
the UK North Sea and the US Gulf of Mexico.
Estimated net proved reservesa (net of royalties)
Exploration success
2019 2018 2017
We participated in 10 potentially commercial discoveries in 2019 – King
Liquids million barrels
Embayment in the US Gulf of Mexico, Bele-1, Tuk-1, Hi-Hat-1, Boom-1
and Ginger in Trinidad, Nour North Sinai in Egypt, GTA-1 and Yakaar-2 in Crude oilb
Senegal and Orca-1 in Mauritania. Subsidiaries 4,367 4,378 4,129
Equity-accounted entitiesc 810 794 674
Exploration and appraisal costs 5,177 5,172 4,803
Total exploration and appraisal costs were $1,587 million (2018 $1,478 Natural gas liquids
million), of which $302 million (2018 $180 million) related to lease Subsidiaries 535 576 318
acquisition. Equity-accounted entitiesc 21 15 18
These costs included exploration and appraisal activities, which 556 590 336
were capitalized within intangible fixed assets, and geological and Total liquids
geophysical exploration costs, which were charged to income Subsidiariesd 4,902 4,954 4,447
as incurred. Equity-accounted entitiesc 831 808 692
Approximately 6% of exploration and appraisal costs were directed 5,733 5,762 5,139
towards appraisal activity. We participated in 47 gross (21.15 net) Natural gas billion cubic feet
exploration and appraisal wells in 11 countries. Of these, 11 were lower Subsidiariese 25,946 30,355 29,263
risk wells around incumbent positions. Equity-accounted entitiesc 4,951 4,559 2,274
30,897 34,914 31,537
Exploration expense
Total hydrocarbons million barrels of oil equivalent
Total exploration expense of $964 million (2018 $1,445 million, Subsidiariese 9,375 10,188 9,492
2017 $2,080 million) comprised the write-off of expenses related to
Equity-accounted entitiesc 1,685 1,594 1,085
unsuccessful drilling activities, lease expiration or uncertainties around
11,060 11,782 10,577
development, as well as geological and geophysical exploration costs
(see Financial statements – Note 8). a Because of rounding, some totals may not agree exactly with the sum of their component
parts.
Reserves booking b Includes condensate and bitumen.
c BP’s share of reserves of equity-accounted entities in the Upstream segment. During 2019
Reserves bookings from new discoveries will depend on the results upstream operations in Argentina, Bolivia, Mexico, Russia and Norway as well as some of
our operations in Angola were conducted through equity-accounted entities.
of ongoing technical and commercial evaluations, including appraisal
d Includes 11 million barrels (12 million barrels at 31 December 2018 and 14 million barrels
drilling. The segment’s total hydrocarbon reserves on an oil-equivalent at 31 December 2017) in respect of the 30% non-controlling interest in BP Trinidad &
basis, including the segment’s equity-accounted entities at Tobago LLC.
31 December 2019, decreased by 6% (a decrease of 8% for e Includes 1,330 billion cubic feet of natural gas (1,573 billion cubic feet at 31 December 2018
and 1,860 billion cubic feet at 31 December 2017) in respect of the 30% non-controlling
subsidiaries and an increase of 6% for equity-accounted entities)
interest in BP Trinidad & Tobago LLC.
compared with proved reserves at 31 December 2018.

Developments
We achieved five major project start-ups in 2019 – in the US Gulf
of Mexico, Egypt, Trinidad and the UK North Sea. The Raven project
in Egypt is now expected to come onstream at the end of 2020.
In addition to these, we continued to progress all 11 of the remaining
projects that we expect will deliver our future production growth
target announced in 2016. Highlights from a selection of these are:
• India – Work on the KG D6 series of projects continued and the
first of the three projects is expected to begin production in 2020.
• Mauritania and Senegal – In Phase 1 of the Greater Tortue
Ahmeyim project, the first deepwater cross-border LNG project
is underway following sanction in early 2019 with a ramp up in
engineering, procurement and fabrication activity.
• UK North Sea – At Vorlich, two wells were drilled during the year
and production is expected to start in 2020.
Subsidiaries’ development expenditure incurred, excluding midstream
activities, was $10.8 billion (2018 $9.9 billion, 2017 $10.7 billion).
Angelin, Trinidad & Tobago Operator: BP

Includes a new platform and four Partners: BP (70%) and Repsol (30%)
wells, with gas flowing to the Project type: LNG
Serrette platform hub via a new
Major project start-ups in 2019 13‑mile pipeline.
Giza and Fayoum, Egypt Constellation, US Gulf of Mexico

Includes a deepwater, long-distance Discovered in 2016, the field has
tieback to an existing onshore plant been developed as a subsea tieback
and eight wells. to Anadarko’s Constitution spar.
Operator: BP Operator: Anadarko
Partners: BP (82.75%), DEA Deutsche Partners: Anadarko (33.33%),
Erdoel AG (17.25%) BP (66.67%)
Project type: Conventional gas Project type: Deepwater oil
Culzean, UK North Sea

Includes a standalone three-bridge-
linked platform development with
six production wells.
Operator: Total
Partners: Total (50%), BP (32%),
JX Nippon (18%)
Project type: High-pressure gas
Alligin, UK North Sea Operator: BP

Includes two wells, tied-back into Partners: BP (50%) and Shell (50%)
the existing Schiehallion and Loyal Project type: Conventional Oil
subsea infrastructure.

Strategic report
Production Gas and power marketing

Our offshore and onshore oil and natural gas production assets include and trading activities
wells, gathering centres, in-field flow lines, processing facilities,
storage facilities, offshore platforms, export systems (e.g. transit lines), Our integrated supply and trading function markets and trades our own
pipelines and LNG plant facilities. These include production from and third-party natural gas (including LNG), biogas, power and NGLs.
conventional and unconventional assets. This provides us with routes into liquid markets for the gas we produce
and generates margins and fees from selling physical products and
Our principal areas of production are Angola, Argentina, Australia, derivatives to third parties as well as asset optimization and trading.
Azerbaijan, Egypt, Oman, Trinidad, the UAE, the UK and the US. With This means we have a single interface with gas trading markets and
BP-operated plant reliability increasing from around 86% in 2011 to 94% a single set of trading compliance and risk management processes,
in 2019, efficient delivery of turnarounds and strong infill drilling systems and controls. We are continuing to expand our LNG portfolio,
performance, we have maintained base decline to 3-5% on average which includes global partnerships with utility companies, gas
over the last five years. Our long-term expectation for managed base distributors and national oil and gas companies.
decline remains at 3-5% per guidance we have previously given.
This activity primarily takes place in North America, Europe and Asia,
Productiona (net of royalties) and supports group LNG activities, managing market price risk and
2019 2018 2017
creating incremental trading opportunities through the use of
commodity derivative contracts. It also enhances margins and
Liquids thousand barrels per day
generates fee income from sources such as the management of
Crude oilb
price risk on behalf of third-party customers.
Subsidiaries 1,046 1,051 1,064
Our trading financial risk governance framework is described in
Financial statements – Note 29 and the range of contracts used is
1,173 1,172 1,263
described in Glossary – commodity trading contracts on page 337.
Natural gas liquids
Subsidiaries 104 88 85
114 96 93
Total liquids
1,288 1,268 1,356
Natural gas million cubic feet per day
7,823 7,374 6,436
Total hydrocarbons thousand barrels of oil equivalent per day
2,637 2,539 2,466
a Because of rounding, some totals may not agree exactly with the sum of their component
parts.
b Includes condensate and bitumen.
c Includes BP’s share of the production of equity-accounted entities in the Upstream segment.
Our total hydrocarbon production for the segment in 2019 was 3.8%
higher compared with 2018. The increase comprised a 3.9% increase
(1.0% for liquids and 6.8% for gas) for subsidiaries and a 2.5% increase
(6.4% increase for liquids and 3.6% decrease for gas) for equity-
accounted entities compared with 2018. For more information on
production, see Oil and gas disclosures for the group on page 308.
Underlying production was broadly flat compared to 2018.
The group and its equity-accounted entities have numerous long-term
sales commitments in their various business activities, all of which are
expected to be sourced from supplies available to the group that are not
subject to priorities, curtailments or other restrictions. No single
contract or group of related contracts is material to the group.

Downstream
The Downstream segment has global
marketing and manufacturing operations.
It is the product and service-led arm of
BP and is made up of three businesses.
Business model
Fuels Lubricants Petrochemicals

Includes refineries, logistic Manufactures and markets Manufactures and markets
networks and fuels marketing lubricants and related products products that are produced
businesses, which together with and services to the automotive, using industry-leading proprietary
global oil supply and trading industrial, marine and energy BP technology, and are then used
activities make up our integrated markets globally. We add value by others to make consumer
fuels value chains (FVCs). We sell through brand, technology and products such as food packaging,
refined petroleum products relationships, such as collaboration textiles and building materials.
including gasoline, diesel and with original equipment Through our new BP Infinia
aviation fuel, and have a significant manufacturing partners. technology, we are working to
Downstream profitability presence in the convenience retail reduce plastic waste, helping
($ billion) sector. We also have a growing to enable a stronger circular
presence in electric vehicle economy.
6.5 charging with a focused strategy to
2019
6.4 build the fastest, most convenient
networks for our customers.
6.9
2018
7.6 Performance in 2019
7.2
$2.7bn ~1,600 49%

2017
7.0
5.2
2016 fuels marketing earnings convenience of lubricant sales
5.6
+2.5% vs 2018 partnership sites were premium grade
7.1 (2018 $2.6bn) (2018 ~1,400) (2018 46%)
2015
7.5
RC profit before interest and tax

Underlying RC profit before interest
94.9% 1.7 12.1
and tax★ refining availability million barrels of oil million tonnes of
(2018 95.0%) refined per day petrochemicals produced
(2018 1.7mmb/d) (2018 11.9mmte)
Strategy
We aim to run safe and reliable Safe and reliable operations potential, making the businesses
This describes our strategy and operations across all our This remains our core value and more resilient to margin volatility.
organizational model in 2019. businesses, supported by leading first priority and we continue to
Following BP’s new ambition Simplification and efficiency
brands and technologies, to drive improvements in personal
and aims set out in February This remains central to what
deliver high-quality products and and process safety performance.
we do to support performance
2020, we are transforming our services that meet our customers’
Profitable marketing growth improvement and make our
business. We plan to provide needs. Our strategy is to deliver
We invest in higher-returning businesses even more
more information on our future underlying earnings growth and
fuels marketing and lubricants competitive.
strategy and near-term plans build resilient, competitively
businesses with growth potential
advantaged businesses, and we Transition to a lower carbon
at our capital markets day in and reliable cash flows.
are working at pace to create low and digitally enabled future
September 2020. carbon businesses that can Advantaged manufacturing We are delivering and developing
advance the energy transition. We aim to have a competitively new products, offers and business
advantaged refining and models that support the transition
The execution of our strategy in
petrochemicals portfolio to a lower carbon and digitally
2019 has continued to deliver,
underpinned by operational enabled future.
with underlying replacement cost
excellence and to grow earnings
profit of $6.4 billion in the year.

Strategic report
Financial performance
$ million
2019 2018 2017
Sale of crude oil through spot 59,738 62,484 47,702
and term contracts
Marketing, spot and term sales 180,236 195,020 159,475
of refined products
Other sales and operating revenues 10,923 13,185 12,676
Sales and operating revenues a 250,897 270,689 219,853
RC profit before interest and taxb

Fuels 4,791 5,261 4,679
Lubricants 1,315 1,065 1,457
Petrochemicals 396 614 1,085
Energy with purpose 6,502 6,940 7,221
Net (favourable) adverse impact of
non-operating items and fair value
Making more plastics recyclable accounting effects
Fuels (32) 381 193
Thinking beyond business as usual, Companies joining the consortium:
we’re using our know-how to explore • Packaging and recycling specialist Lubricants (57) 227 22
a breakthrough technology for ALPLA. Petrochemicals 6 13 (469)
recycling opaque and difficult-to- • Food, drink and consumer goods (83) 621 (254)
recycle PET plastic waste – familiar producers Britvic, Danone and
to consumers as coloured bottles and Unilever. Underlying RC profit before
food trays. Our enhanced recycling • Waste management and recycling interest and taxb
technology, BP Infinia, enables specialist REMONDIS. Fuels 4,759 5,642 4,872
PET to be diverted from landfill or Lubricants 1,258 1,292 1,479
incineration and transformed into
Petrochemicals 402 627 616
virgin-quality feedstocks.
6,419 7,561 6,967
We plan to build a $25 million
Organic capital expenditurec 2,997 2,781 2,399
pilot plant in the US to prove the
technology, which is expected to
be operational in late 2020. And a Includes sales to other segments.
we’ve now joined forces with b Income from petrochemicals produced at our Gelsenkirchen and Mülheim sites in Germany
is reported in the fuels business. Segment-level overhead expenses are included in the
leading businesses across the
fuels business result.
PET packaging value chain to help c A reconciliation to GAAP information at the group level is provided on page 299.
accelerate commercialization of
the technology.
Financial results
We believe BP Infinia has the potential
to be a game-changer and important Sales and other operating revenues in 2019 were lower than in 2018,
stepping stone in enabling a stronger mainly due to lower crude and product prices.
circular economy and helping to reduce
Replacement cost (RC) profit before interest and tax for 2019 included
unmanaged plastic waste.
a net non-operating charge of $77 million, which includes environmental
provisions. The 2018 result included a net non-operating charge of
$716 million, primarily reflecting restructuring costs. In addition, fair
value accounting effects had a favourable impact of $160 million,
compared with a favourable impact of $95 million in 2018.
After adjusting for non-operating items and fair value accounting effects,
underlying RC profit before interest and tax in 2019 was $6,419 million.
Outlook for 2020

The coronavirus (COVID-19) has already had significant impact on
margins and activity at the start of the year. We expect this uncertainty
to continue and anticipate lower industry refining margins during 2020.
We also anticipate wider North American heavy crude oil discounts and
a lower level of turnaround activity than in 2019.

Our fuels business BP refining marker margin ($/bbl)
Our fuels strategy focuses primarily on fuels value chains (FVCs). This
32
includes an advantaged refining portfolio through operating reliability
and efficiency, location advantage and feedstock flexibility, as well as 24
commercial optimization opportunities. We believe that having a quality
refining portfolio connected to strong marketing positions is core to our 16
integrated FVC businesses as this provides optimization opportunities in
highly competitive markets. 8
Our fuels marketing business comprises retail, business-to-business 0

and aviation fuels. It is a material part of Downstream with a strong Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
track record of growth. We have an advantaged portfolio of assets 2019 2018 2017 Five-year range
with good growth potential, attractive returns and reliable cash flows.
We continue to grow our fuels marketing business through our
differentiated marketing offers and strategic convenience partnerships. Refining
We also partner with leading retailers, creating distinctive retail
At 31 December 2019 we owned or had a share in 10 refineriesab
offers that aim to deliver good returns and reliable profit growth
producing refined petroleum products that we supply to retail and
and cash generation.
commercial customers. For a summary of our interests in refineries
We have also grown our presence in electric vehicle charging in recent and average daily crude distillation capacities see page 307.
years, with a focus on the key markets of China, UK and Germany,
Underlying growth in our refining business is underpinned by our
where we aim to build the fastest, most convenient networks for
multi-year business improvement plans, which comprise globally
electric vehicle customers.
consistent programmes focused on operating reliability and efficiency,
Underlying RC profit before interest and tax for our fuels business advantaged feedstocks and commercial optimization. Operating
was lower compared with 2018, with strong refining operational reliability is a core foundation of our refining business and in 2019
performance, which led to a second consecutive year of record refining operations remained strong, with refining availability at BP-operated
throughput and higher commercial optimization, despite high levels refineries of 94.9% (2018 95%) and refinery utilization rates across
of turnaround activity. This was more than offset, however, by lower our refining portfolio at 91% (2018 91%). As a result, we achieved
refining margins, including significantly narrower heavy crude oil record levels of refining throughput for a second consecutive year,
discounts, which together represented one of the weakest refining despite high levels of turnaround activity.
environments across our portfolio in the last 10 years. In fuels marketing
Our refinery portfolio – along with our supply capability – enables us to
we saw volumes and margins grow year on year, offset by adverse
process advantaged crudes. For example, in the US, our three refineries
foreign exchange effects. The full year result also reflects a higher
all have location-advantaged access to Canadian crudes which are
contribution from supply and trading.
typically cheaper than other crudes. Our commercial optimization
programme aims to maximize value from our refineries by capturing
Refining marker margin opportunities in every step of the value chain, from crude selection
We track the refining margin environment using a global refining through to yield optimization and utilization improvements.
marker margin (RMM). Refining margins are a measure of the difference
During 2019 we also continued to scale up co-processing at our
between the price a refinery pays for its inputs (crude oil) and the
refineries, growing the volume of lower carbon bio-feedstock
market price of its products. Although refineries produce a variety of
processed.
petroleum products, we track the margin environment using a simplified
indicator that reflects the margins achieved on gasoline and diesel only. The refining result was lower in 2019 compared with 2018, with strong
The RMM may not be representative of the margin achieved by BP in operational performance and higher commercial optimization, which
any period because of BP’s particular refinery configurations and crude was more than offset by a significantly weaker refining environment,
and product slates. In addition, the RMM does not include estimates of primarily driven by narrower heavy crude oil discounts.
energy or other variable costs. thousand barrels per day
$ per barrel 2019 2018 2017
Region Crude marker 2019 2018 2017 Refinery throughputsac
US North West Alaska 17.6 16.2 18.8 US 737 703 713
North Slope Europe 787 781 773
US Mid West West Texas 16.0 16.0 16.9 Rest of the world 225 241 216
Intermediate
Total 1,749 1,725 1,702
Northwest Brent 11.1 11.1 11.7
%
Europe
Refining availability 94.9 95.0 95.2
Mediterranean Azeri Light 9.1 9.8 10.4
Australia Brent 11.1 11.5 12.9 a This does not include BP’s interest in Pan American Energy Group.
BP RMM 13.2 13.1 14.1 b On 31 December we completed the sale of our interest in the German Bayernoil refinery.
c Refinery throughputs reflect crude oil and other feedstock volumes.
The global RMM averaged $13.2/bbl in 2019, similar to the level in 2018
($13.1/bbl), with weaker demand balanced by reduced supply due to an
increased level of refinery maintenance over the year. In addition
refining margins across our portfolio were significantly impacted by
other crude and product differentials outside of the global RMM,
primarily due to narrower heavy crude oil discounts.

Strategic report
Fuels marketing and logistics US, while expanding into major growth markets that offer long-term
competitive advantages, such as Asia, Africa and Latin America.
Across our fuels marketing businesses, we operate an advantaged
infrastructure and logistics network that includes pipelines, storage In 2019 we continued to develop new offers and solutions to advance
terminals and tankers for road and rail. We seek to drive excellence the energy transition and to meet the changing needs of our customers.
in operational and transactional processes and deliver compelling Through our collaboration with Neste, a leading producer of renewable
customer offers in the various markets where we operate. Through products, we began supplying aviation fuel made from sustainable materials
our retail business, we supply fuel and convenience retail services to to a number of airports in Sweden. We also expanded our partnership with
consumers through company-owned and franchised retail sites, as China National Aviation Fuel Group, signing a joint venture agreement to
well as other channels, including dealers and jobbers. We also supply operate a general aviation fuel and services business in southwest China.
commercial customers in the transport and industrial sectors. The joint venture intends to support the growth and development of China’s
general aviation sector.
Retail is the most material part of our fuels marketing business and
a significant source of earnings growth through our strong market
Oil supply and trading
positions, brands and distinctive customer offers. This is underpinned
by the strength of our retail convenience partnerships, technology such Our integrated supply and trading function is responsible for delivering
as our advanced fuels and use of digital technology, as well as our value across our crude and oil products supply chain. This enables our
customer relationships. This differentiation enables our growth in downstream businesses to maintain a single interface with oil trading
existing markets and supports our growth plans in new material markets and operate with a single set of trading compliance and risk
markets such as Mexico, India, Indonesia and China. management processes, systems and controls. It principally achieves
this objective in two ways:
During 2019 we continued to expand our convenience partnership
model, which is now in around 1,600 sites across our network, First, it seeks to identify the best markets and prices for our crude oil,
including our differentiated REWE to Go ® offer, now in around 550 sites source optimal raw materials for our refineries and provide competitive
across Germany. supply for our marketing businesses. We will often sell our own crude
and purchase alternative crudes from third parties for our refineries
We also made significant progress towards our growth ambition in new
where this will generate incremental margin.
markets, most notably in Mexico where we now have more than 520
BP-branded retail sites, with volumes more than doubling in 2019, and Second, it aims to create and capture trading opportunities by entering
in December we signed an agreement with Reliance Industries Limited into a full range of exchange-traded commodity derivatives and
to form a fuels retail and aviation joint venture across India, providing over-the-counter spot and term contracts. In combination with its rights to
access to one of the world’s largest and fastest growing fuels markets. access storage and transportation capacity, it also seeks to access
advantageous price differences between locations, time periods, and
We have a clear strategy and focused activity set for the transition to a
markets.
lower carbon and digitally enabled future. We are actively implementing
and developing new offers and business models centred around digital The function has trading offices in Europe, North America and Asia. Our
and advanced mobility trends. presence in the more actively traded regions of the global oil markets
supports the overall understanding of the supply and demand forces
In 2019 we signed an agreement with DiDi, the world’s leading mobile
across these markets.
transportation platform, to build an electric vehicle charging network in
China, the world’s largest market for electric vehicles. In addition, in the Our trading financial risk governance framework is described in
UK, BP Chargemaster began installing 150kW ultra-fast electric vehicle Financial statements – Note 29 and the range of contracts used is
chargers at our BP retail sites, with plans to build a national network of described in Glossary – commodity trading contracts on page 337.
high-power charging – one which will closely replicate the current thousand barrels per day
fuelling experience. These advances support BP’s strategy to create the Sales volume 2019 2018 2017
fastest and most convenient electrification networks in these markets. Marketing salesa 2,727 2,736 2,799
BPme is our global customer engagement platform, which is also fast Trading/supply salesb 3,268 3,194 3,149
becoming the portal to a suite of offers and services that will transform Total refined product sales 5,995 5,930 5,948
our retail offer and deliver an enhanced and personalized customer Crude oilc 2,713 2,624 2,616
experience. The platform provides an easy, fast and convenient way for Total 8,708 8,554 8,564
customers to pay for fuel from their car, and for customers in the UK,
Australia and the US, it also incorporates our new loyalty programme a Marketing sales include branded and unbranded sales of refined fuel products and lubricants
BPme Rewards. to business-to-business and business-to-consumer customers, including service station
dealers, jobbers, airlines, small and large resellers such as hypermarkets, and the military.
Fuels marketing earnings in 2019 were similar to 2018, with volume b Trading/supply sales are fuel sales to large unbranded resellers and other oil companies.
and margin growth offset by adverse foreign exchange effects. c Crude oil sales relate to transactions executed by our integrated supply and trading function,
primarily for optimizing crude oil supplies to our refineries and in other trading. 2019 includes
Aviation 118 thousand barrels per day relating to revenues reported by the Upstream segment.
Our Air BP business is one of the world’s largest suppliers of aviation fuels Number of BP-branded retail sites
and services, selling fuel to commercial airlines, the military and general Retail sitesd 2019 2018 2017
aviation customers. Air BP supplies around 6.6 billion gallons of aviation US 7,200 7,200 7,200
fuel a year at over 800 locations in more than 55 countries. Air BP’s
Europe 8,200 8,200 8,100
services include the design, build and operation of fuelling facilities,
technical consultancy and training, supporting customers to meet their Rest of world 3,500 3,300 3,000
lower carbon goals and digital fuelling solutions to increase efficiency and Total 18,900 18,700 18,300
reduce risk. Our Air BP business is differentiated through its strong market
positions, brand strength, partnerships, technology and customer d Reported to the nearest 100. Includes sites not operated by BP but instead operated by dealers,
relationships. Our strategy is to maintain a strong presence in our core jobbers, franchisees or brand licensees under a BP brand. These may move to or from the BP
brand as their fuel supply or brand licence agreements expire and are renegotiated in the normal
geographies of Australia, New Zealand, Europe, the Middle East and the course of business. Retail sites are primarily branded BP, ARCO, Amoco and Aral.

Our lubricants business Our petrochemicals business
We manufacture and market lubricants and related products and
Our petrochemicals business manufactures and markets three main
services to the automotive, industrial, marine and energy markets
product lines: purified terephthalic acid (PTA), paraxylene (PX) and
across the world. Our key brands are Castrol, BP and Aral. Castrol is a
acetic acid. These have a large range of uses including polyester fibre,
recognized brand worldwide that we believe provides us with significant
food packaging and building materials. We also produce a number of
competitive advantage. We are one of the largest purchasers of base
other specialty petrochemicals products. In addition, we manufacture
oil in the market but have chosen not to produce it or manufacture
olefins and derivatives at Gelsenkirchen and solvents at Mülheim in
additives at scale. Our participation choices in the value chain are
Germany, the income from which is reported in our fuels business.
focused on areas where we can leverage competitive differentiation
and strength. Along with the assets we own and operate, we have also invested in a
number of joint arrangements in Asia, where our partners are leading
Our strategy is to focus on our premium lubricants and growth
companies in their domestic market.
markets while leveraging our strong brands, technology and customer
relationships – all of which are sources of differentiation for our Our strategy is to grow our underlying earnings and ensure the business
business. With 65% of profit generated from growth markets and is resilient to margin volatility, positioning ourselves to capture growth
49% of our sales from premium grade lubricants, we have a strong and investment opportunities in an attractive and growing market.
base for further expansion and sustained profit growth.
We do this through the execution of our business improvement
In 2019 we strengthened our strategic relationship with Groupe programmes which include operational efficiency, deploying our
Renault, extending the Renault Sport Racing Formula 1 sponsorship industry-leading proprietary technology, commercial optimization and
through to the end of 2024 and taking over as global service fill engine competitive feedstock sourcing. We have also grown our third-party
oil lubricants partner. We also announced a partnership with Bosch to technology licensing income to create additional value.
run jointly branded workshops in China and the US.
We aim to create material, industry leading business models in
We have a robust pipeline of technology development through which sustainable chemicals and plastics circularity and in 2019 we announced
we seek to respond to engine developments and evolving consumer the development of BP Infinia, an enhanced recycling technology,
needs and preferences, including lower carbon options. We apply capable of processing currently unrecyclable PET plastic waste. We also
our expertise to create differentiated, premium lubricants and high- formed a consortium with a number of leading companies operating
performance fluids for customers in on-road, off-road, sea and industrial across the polyester packaging value chain which aims to accelerate the
applications. commercialization of BP Infinia technology and to develop a new circular
approach to dealing with PET plastic waste. In 2020 BP plans to build a
With the onset of electrification, demand for EV-fluids is expected to
pilot plant in the US to prove the technology, before progressing to
grow. These include transmission fluids, battery coolants and greases.
full-scale commercialization. We believe these are important steps in
Castrol is investing in and partnering with original equipment
enabling a stronger circular economy in the PET plastics industry,
manufacturers (OEMs) to develop advantaged EV-fluid technologies,
underpinned by our advantaged technology and strategic partnerships.
and in 2019 we announced a new partnership with the Panasonic
Jaguar Racing Formula E Team for season 2019/20. Using Castrol’s In addition, we signed an agreement with Virent and Johnson Matthey
EV-fluids allows Jaguar and Castrol to collaborate and further develop to further advance the development of bio-paraxylene, a key raw
advanced technology and EV-fluids for both race and road cars material for the production of renewable polyester.
of the future.
As part of our growth agenda we expanded capacity at our joint venture
The lubricants business delivered an underlying RC profit before interest acetyls site in South Korea and signed an agreement with Zhejiang
and tax that was similar to 2018, reflecting year-on-year unit margin Petroleum and Chemical Corporation (ZPCC) to explore the creation of a
improvement, offset by adverse foreign exchange rate movements. new, world-scale joint venture to build and operate a 1 million tonne per
annum acetic acid plant in Zhejiang Province, China.
In December 2018 we signed a heads of agreement with SOCAR to
evaluate the creation of a joint venture to build and operate a world-
scale petrochemicals complex in Turkey. This advantaged facility would
be the largest integrated aromatics and PTA complex in the western
hemisphere. Significant progress has been made in defining the project
with a final investment decision expected towards the end of 2020.
In 2019 the petrochemicals business delivered an underlying RC profit
before interest and tax that was lower compared with 2018, reflecting
a significantly weaker margin environment across both aromatics
and acetyls.
Our petrochemicals production of 12.1 million tonnes in 2019 was
higher than in 2018 (2018 11.9mmte).

Strategic report
Rosneft
Rosneft is the largest oil company in Russia, with a

strong portfolio of current and future opportunities.
Russia has one of the largest and lowest-cost
hydrocarbon resource bases in the world and its
resources play an important role in long-term energy
supply to the global economy.
Rosneft shareholding
About Rosneft
Rosneft is the largest oil company Rosneft is the leading Russian Rosneft’s largest shareholder
in Russia and one of the largest refining company based on with 50% plus one share
publicly traded oil companies in throughput. It owns and operates is Rosneftegaz JSC
the world based on hydrocarbon 13 refineries in Russia, and holds (Rosneftegaz), which is
production volume. Rosneft stakes in three refineries in wholly owned by the
has a major resource base of Germany, one in India and Russian government.
hydrocarbons onshore and one in Belarus.
BP has a 19.75% shareholding
offshore, with assets in all of
Downstream operations include and two directors on the
ROSNEFTEGAZ JSC 50.00%a Russia’s key hydrocarbon
jet fuel, bunkering, bitumen and 11-person board.
BP 19.75%
regions and abroad.
lubricants. Rosneft also owns and
Bob Dudley and Guillermo
QH Oil operates Rosneft-branded retail
Investments LLC 18.93% Quintero are currently elected
service stations, as well as
Others 11.32% to those roles.
BP-branded sites operating
a 50% plus one share. under a licensing agreement.
2019 summary
• BP received $785 million, net of withholding taxes, (2018 $620 million), representing its share of
BP share of Rosneft dividend
Rosneft’s dividends. This dividend represents 50% of IFRS net profit, and is paid twice a year in line
($ millions)b
with the dividend policy adopted in 2017.
• BP remains committed to our strategic investment in Rosneft, while complying with all relevant sanctions.
2019 451 334 785
2018 420 200 620
2017 124 190 314 8,281 18 19.75%

2016 332 million barrels of oil equivalent refineries – owned BP’s shareholding in Rosneft
– BP share of Rosneft or hold a stake in
2015 271 proved reserves (2018 18)
Interim (2018 8,163mmboe)
Annual for previous year, less interim
b Net of withholding taxes.
1.1 2.24 >3,000
million barrels of oil equivalent million barrels of oil retail service stations
per day – BP share of Rosneft refined per day in Russia and abroad
hydrocarbon production (2018 2.33mmb/d) (2018 >2,960)
(2018 1.1mmboe/d)

Co-operation with Rosneft $ million
Our strategy is to work in co-operation with Rosneft to increase total 2019 2018 2017
shareholder return. We also partner with Rosneft in building a material Profit before interest and taxa b 2,306 2,288 923
business in addition to our shareholding. Inventory holding (gains) losses 10 (67) (87)
Joint ventures RC profit before interest and tax 2,316 2,221 836
BP partners with Rosneft to generate incremental value from joint Net charge (credit) for non-operating items 103 95 –
ventures and associates that are separate from BP’s core 19.75% Underlying RC profit before interest and tax 2,419 2,316 836
shareholding.
Average oil marker prices $ per barrel
• BP holds a 49% interest in Kharampurneftegaz LLC (Kharampur),
Urals (Northwest Europe – CIF) 62.96 69.89 52.84
together with Rosneft (51%), which develops resources within the
Kharampurskoe and Festivalnoye licence areas in Yamalo-Nenets a BP’s share of Rosneft’s earnings after finance costs, taxation and non-controlling interests
in northern Russia. BP’s interest is reported through the is included in the BP group income statement within profit before interest and taxation.
Upstream segment. b Includes $(11) million (2018 $(5) million, 2017 $(2) million) of foreign exchange (gain)/losses
arising on the dividend received.
• BP holds a 20% interest in Taas-Yuryakh Neftegazodobycha (Taas),
together with Rosneft (50.1%) and a consortium comprising Oil India Market price
Limited, Indian Oil Corporation Limited and Bharat PetroResources The price of Urals delivered in North West Europe (Rotterdam) averaged
Limited (29.9%). In 2019 BP received dividends from Taas of $62.96/bbl in 2019. The discount to dated Brent was $1.25/bbl in line
$157 million, net of withholding taxes (2018 $48 million). BP’s with 2018 ($1.42/bbl).
interest in Taas is reported through the Upstream segment.
Financial results
• Rosneft (51%) and BP (49%) jointly own Yermak Neftegaz LLC
Replacement cost (RC) profit before interest and tax for the segment
(Yermak). The joint venture conducts onshore exploration in the
included a non-operating charge of $103 million for 2019 and $95 million
West Siberian and Yenisei-Khatanga basins. In April the right to
for 2018.
explore two additional oil and gas licence areas located in Sakha
(Yakutia) was transferred to a wholly owned subsidiary of Yermak. After adjusting for non-operating items, the increase in the underlying
BP’s interest in Yermak is reported through the Upstream segment. RC profit before interest and tax compared with 2018 primarily reflected
• Rosneft and BP are in the process of creating a joint venture favourable foreign exchange and certain one-off items offset by lower
investment fund (VIF). This supports BP and Rosneft’s agenda to oil prices. See also Financial statements – Notes 17 and 32 for other
accelerate new innovations in the oil and gas industry. foreign exchange effects.
Collaboration Balance sheet
BP collaborates on the provision of technical, HSE and non-technical $ million
services on a contractual basis to improve functional asset performance. As at 31 December 2019 2018 2017
BP and Rosneft have developed an innovative cable-less onshore Investments in associatesc 12,927 10,074 10,059
seismic acquisition system and are in discussions about further
collaboration.
Production and reserves
Social projects 2019 2018 2017
BP together with Rosneft sponsor the Petroleum Engineering Masters Production (net of royalties) (BP share)
degree programme led by the Kazan Federal University (Russia) and Liquids (mb/d)
Imperial College London (UK), providing financial support, mentoring
Crude oild 920 919 900
and lecturing for the students.
Natural gas liquids 3 4 4
Also, with Rosneft, BP sponsors the Britten-Shostakovich Festival Total liquids 923 923 904
Orchestra which brings together the finest young talents from British
Natural gas (mmcf/d) 1,279 1,285 1,308
and Russian music schools, with an average age of 22. Performances
Total hydrocarbons (mboe/d) 1,144 1,144 1,129
in 2019 took place in both the UK and Russia.
Estimated net proved reserves
Rosneft segment performance (net of royalties) (BP share)
Liquids (million barrels)
BP’s investment in Rosneft is managed and reported as a separate
Crude oild 5,604 5,539 5,402
segment under IFRS. The segment result includes equity-accounted
earnings, representing BP’s 19.75% share of the profit or loss of Natural gas liquids 141 154 131
Rosneft, as adjusted for the accounting required under IFRS relating Total liquidse 5,745 5,693 5,533
to BP’s purchase of its interest in Rosneft and the amortization of Natural gas (billion cubic feet)f 14,705 14,325 13,522
the deferred gain relating to the disposal of BP’s interest in TNK-BP. Total hydrocarbons (mmboe) 8,281 8,163 7,864
See Financial statements – Note 17 for further information.
c See Financial statements – Note 17 for further information.
d Includes condensate.
e Includes 357mmb (356mmb at 31 December 2018; 338mmb at 31 December 2017) for the
6.21% non-controlling interest (6.32% at 31 December 2018; 6.31% at 31 December 2017)
in Rosneft held assets in Russia including 26 million barrels (24mmb at 31 December 2018;
6mmb at 31 December 2017) held through BP’s interests in Russia other than Rosneft.
f Includes 1,430bcf (1,211bcf at 31 December 2018; 306bcf at 31 December 2017) for the
9.72% non-controlling interest (8.60% at 31 December 2018; 2.30% at 31 December 2017)
in Rosneft held assets in Russia including 569bcf (480bcf at 31 December 2018; 2bcf at
31 December 2017) held through BP’s interests in Russia other than Rosneft.

Strategic report
Other businesses and corporate

Currently comprises our Alternative Energy
business, shipping, treasury, BP Ventures
and corporate activities, including centralized
functions and any residual costs of the Gulf
of Mexico oil spill.
Alternative Energy Financial performance

$ million
2019 2018 2017
Sales and other operating revenuesa 1,788 1,678 1,469

BP Ventures RC profit (loss) before interest and tax
Gulf of Mexico oil spill (319) (714) (2,687)
Other (2,452) (2,807) (1,758)
RC profit (loss) before interest and tax (2,771) (3,521) (4,445)
Shipping Net adverse impact of non-operating items

Gulf of Mexico oil spill 319 714 2,687
Other 1,172 1,249 160
Net charge (credit) for non-operating items 1,491 1,963 2,847
Treasury Underlying RC profit (loss) before interest and tax

Organic capital expenditureb
(1,280)
337
(1,558)
332
(1,598)
339
a Includes sales to other segments.

b A reconciliation to GAAP information at the group level is provided on page 299.
Insurance
The replacement cost (RC) loss before interest Alternative Energy

and tax for the year ended 31 December 2019
was $2,771 million (2018 $3,521 million). The Renewables are the fastest-growing energy
2019 result included a net charge for non- source, potentially contributing half of the
operating items of $1,491 million, primarily growth in global energy, with its share in
relating to the reclassification of $877 million primary energy increasing from 4% in 2019
of accumulated foreign exchange losses from to around 15% by 2040a.
reserves to the income statement, which
In BP, we have an established and growing
arose as a result of the contribution of our
alternative energy business, with a significant
Brazilian biofuels business to BP Bunge
portfolio across renewable fuels, power
Bioenergia, as well as Gulf of Mexico oil spill
and products. And we are developing new
related costs of $319 million (non-operating
business models in areas such as low carbon
items in 2018 $1,963 million).
power and digital energy.
After adjusting for these non-operating items, a BP Energy Outlook 2019: ‘evolving transition’ scenario.
the underlying RC loss before interest and tax
for the year ended 31 December 2019 was
$1,280 million (2018 $1,558 million). This Our ‘reduce, improve, create’ framework
result mainly reflected improved shipping We have set targets and aims to reduce
performance. emissions in our operations, improve
our products to help customers reduce
Outlook their emissions and create low carbon
businesses – see page 41.
Other businesses and corporate annual
charges, excluding non-operating items, are
expected to be around $1.4 billion in 2020.

Our Alternative Energy portfolio
We formed BP Bunge Bioenergia, a joint venture that We increased our stake in Lightsource BP to
combines BP and Bunge’s Brazilian bioenergy and become a 50:50 joint venture. Lightsource BP aims
Biofuels sugarcane ethanol businesses. The venture operates Solar to develop 10GW of solar projects by 2023, see
11 biofuels sites and has a production capacity of energy page 73 for more information.
32 million metric tonnes of sugarcane a year (see
Going big in biofuels).
BP Bunge Bioenergia produces renewable energy Butamax® our 50:50 joint venture with DuPont
from its biofuels manufacturing sites. The joint produces bio-isobutanol from corn. The energy-rich
Biopower venture is capable of exporting 1,200GW hours of Renewable bioproduct has a variety of uses, such as in paints
biopower to the national grid. products and lubricants.
We operate nine sites in six US states and hold an We are developing a number of digital platforms to
interest in another facility in Hawaii. Together they connect consumers with local, low carbon electricity
Wind have a net generating capacity of 926MW. Low carbon to power their homes and transport, and are
energy power and exploring opportunities to create value at the
digital energy interplay between gas and renewable energy.
Energy with purpose
Investing in energy
management
To help grow our digital energy
portfolio, we have invested in Grid
Edge, an energy management
company. Its technology helps
customers predict, control and
optimize a building’s energy profile.
• Grid Edge can help customers lower

carbon emissions by 10-15%
on average.
The cloud-based software can

anticipate a building’s energy demand
using data such as weather forecasts
and expected occupancy.
• This allows building managers to

adapt energy use and take
advantage of periods of high
renewable power generation.
• Customers can also use the
building’s flexibility in energy
demand and generation like a
giant battery.
“
This investment is Going big in biofuels Brazil is the world’s second-largest
market for ethanol as a transportation
“
With a shared
in support of our BP has formed a 50:50 joint commitment to safety
fuel, with around 75% of the country’s
strategy to create venture in Brazil with leading
vehicles able to run on it. and sustainability,
agri-commodities company Bunge
an ecosystem of Limited. The deal expands our • Demand for ethanol is growing
bringing together our
distinctive, digitally existing biofuels business by more rapidly in the country. In 2019 assets and expertise
than 50%. demand increased 10% versus
enabled, low carbon allows us to improve
2018 and is set to increase up to
businesses for • BP Bunge Bioenergia is now
55% by 2030. performance, develop
the second-largest operator by
commercial and effective crushing capacity in the options for growth and
industrial customers.” country’s bioethanol market. generate real value.”
Nick Wayth Dev Sanyal
Chief development officer, Chief executive,
Alternative Energy Alternative Energy

Strategic report
BP Ventures
The energy transition is driving the need for rapid change in technology
and ways of working, and the imperative for innovation has never been
more urgent.
Venturing plays a key role in BP, helping meet the world’s need for
more energy, while at the same time reducing carbon emissions.
We aim to do this by leveraging our investments across a portfolio of
relevant technology businesses that can help BP transition to a lower
carbon economy.
BP Ventures is set up to grow new energy businesses in the Upstream,
Downstream, Alternative Energy and in five areas: advanced mobility,
power and storage, carbon management, bio and low carbon products,
and digital transformation. We have invested over $650 million dollars Energy with purpose BP invests in forest
since 2007 in more than 40 companies with technologies and carbon offsets leader
innovations that we believe will materially impact BP and global
BP Ventures’ investment in Finite
energy systems. Resources is helping to grow its
We invested $30 million into Calysta in 2019. This alternative protein business, supporting sustainable
forest management practices.
producer uses natural gas to produce protein for fish, livestock and pet
feeds, see page 28. We also invested a further $30 million into Fulcrum
Bioenergy®, a pioneer in making low carbon, low-cost, transportation
fuels from one of the most abundant resources – household garbage.
“
The conservation and
The funding will help Finite Carbon,
a subsidiary of Finite Resources,
scale up its voluntary carbon offsets
And we made two investments in energy management companies – restoration of forests programme for businesses.
Grid Edge and R&B – totalling $5.4 million. is vital to combatting The programme aims to connect
climate change. We look landowners to businesses that want
BP Launchpad forward to supporting to purchase forest carbon offsets, with
corporations paying a fee per tonne of
BP’s scale-up factory, BP Launchpad, became fully operational in 2019. the team’s expansion carbon stored in the forest.
The initiative aims to quickly create multiple businesses valued over
into the voluntary This investment is part of our aim
$1 billion that can help tackle the dual energy challenge. Launchpad is
focused on building world-scale businesses that specialize in digital and carbon market.” to support the technologies and
innovations we believe will benefit BP
low carbon technologies and the circular economy, with potential for and global energy systems during the
Nacho Gimenez
these businesses to become future BP business units. transition to a low carbon economy.
Managing director,
Examples of growth businesses in the Launchpad portfolio: BP Ventures
• Lytt: a subsurface analytics business, providing fibre optic

development, deployment and operational services, including
acoustic and temperature sensing.
• STRYDE: a land seismic receiver technology business. STRYDE’s
technology breaks the cost/time trade-off to generate high-quality Treasury
seismic images of the subsurface.
• Fotech: a technology company focused on developing and deploying Treasury manages the financing of the group centrally, with
advanced fibre optic sensing hardware. Launchpad acquired Fotech in responsibility for managing the group’s debt profile, share buyback
late 2019; BP Ventures has been a minority investor since 2013. programmes and dividend payments, while seeking to ensure that
liquidity is sufficient to meet group requirements. It also manages key
financial risks including interest rate, foreign exchange, pension funding
and investment, and financial institution credit risk. From locations in
Shipping the UK, US and Singapore, treasury provides the interface between BP
and the international financial markets and supports the financing of
BP’s shipping and chartering activities help to ensure the safe and efficient BP’s projects around the world. Treasury holds foreign exchange and
transportation of our hydrocarbons using a combination of BP-operated, interest rate products in the financial markets to hedge group
time-chartered and spot-chartered vessels. At 31 December 2019, BP had exposures. In addition, treasury generates incremental value through
35 BP-operated and 40 time-chartered vessels for our international oil and optimizing and managing cash flows and the short-term investment of
LNG shipping operations. All vessels conducting BP shipping activities are operational cash balances. For more information, see Financial
required to meet BP approved standards. statements – Note 29.
Insurance
The group generally restricts its purchase of insurance to situations
where this is required for legal or contractual reasons. Some risks are
insured with third parties and reinsured by group insurance companies.
This approach is reviewed on a regular basis or if specific circumstances
require such a review.

Section 172 statement
How the board complied with its Section 172 duty. 3. Monitoring decisions and actions of the CEO and the
performance of BP: including implementation of, and performance
The board welcomes the new reporting requirement as an opportunity against, the strategy and the plan; and the exercise of authority
to explain how dialogue with stakeholders has informed and helped to delegated to the CEO. The board satisfies itself that emerging and
shape its decisions. For example the board’s engagement with Climate principal risks to BP are identified and understood, systems of risk
Action 100+ in the lead up to the 2019 AGM. management, compliance and controls are in place to mitigate such
Following the announcement of Bernard Looney’s appointment as chief risks and expected conduct of BP’s business and its employees is
executive officer (CEO) in October 2019, the board engaged with Bernard reflected in a set of values established by the CEO.
and the leadership team to develop the company’s new purpose, net 4. Succession: ensuring systems and processes are in place for
zero ambition and aims. This was supported by extensive dialogue with succession, evaluation and compensation of the CEO, executive and
investors, governments, employees and other stakeholders. non-executive directors and key members of senior management.
Through working collaboratively with management and listening to Those delegated to by the directors to take decisions have access to
feedback from the company’s many stakeholders, the board believes functional assurance support to identify matters which may have an
that BP is well positioned to respond to increasing uncertainty. We are impact on a proposed decision.
embarking on a period of change to deliver on our purpose to reimagine
energy for people and our planet, while reinventing BP so that we can
succeed over the long term. This means continuing to deliver our The Companies Act 2006 (CA2006) sets out a number of general
investor proposition, while responding to society’s expectations. duties which directors owe to the company. New legislation has
Delegation of authority been introduced to help shareholders better understand how
directors have discharged their duty to promote the success of
The board believes governance of BP is best achieved by delegation the company, while having regard to the matters set out in section
of its authority for the executive management of BP to the CEO, subject 172(1)(a) to (f) of the CA2006 (s172 factors). In 2019 the directors
to defined limits and monitoring by the board. The board routinely continued to exercise all their duties, while having regard to these
monitors the delegation of authority, ensuring that it is regularly and other factors as they reviewed and considered proposals from
updated, while retaining ultimate responsibility. senior management and governed the company on behalf of its
The board has adopted a long-standing corporate governance shareholders through the BP board.
framework, which includes principles outlining:
• The board’s relationship with shareholders and executive management. Further information as to how the board has had regard to the s172 factors:
• The conduct of board affairs and the tasks and requirements for
Section 172 factor Key examples Page
board committees.
• The board’s focus on activities that enable it to promote shareholders’ Consequence of any New ambition and purpose 6
interests, including development of strategy, monitoring of executive decision in the long term Investment process 19
Strategy 16
action and ongoing board and executive management succession.
Interests of employees Engagement, below and page 88
The framework is being reviewed to ensure it is best suited to support Sustainability ‘Our people’ 47
the evolving strategy and BP’s new purpose, ambition and aims. Parental leave 89
Alignment of ACB and option 34, 41, 44
The current framework covers the following principal areas: to carbon offset
1. Company purpose: pursuing BP’s purpose and accountability to Fostering business Engagement, below and page 88
shareholders for the company’s actions. This means focusing relationships with suppliers,
primarily on strategic issues, while having regard to economic, customers and others
political and social issues and other relevant external matters which Impact of operations New ambition and purpose 6
may influence or affect the development of BP’s business and on the community See our support for CA100+ 6
exemplify through the board principles (including the executive and the environment resolution and response
limitations), its expectations for the conduct of the BP business Engagement, below and pages 40-45, 48
and its employees. Maintaining high standard Governance, pages 81-99, 101
of business conduct Sustainability 40-49
2. Strategy: responsibility for establishing and reviewing the long-term
Acting fairly between Stakeholder engagement, 88
strategy and the annual plan (the plan) for BP, based on proposals members below and page
made by the CEO for achieving BP’s purpose. Balanced long-term decision making 67
Investor proposition 18
How we engage and foster strong relationships with some of our key stakeholders
Customers Employees Government Investors and Partners and Society
and regulators shareholders suppliers
• Original equipment • Pulse survey. • Country economic • Annual engagement • Industry events and • Social media.
manufacturer • Town halls. impact reports. programme. memberships. • Community workshops
collaborations. • Helios awards. • Multi-stakeholder • Quarterly and • Supplier workshops and and training.
• Global customer groups. year‑end results. training. • Social investment
brand tracking. • Government lobbying. • Annual general meeting. • University collaborations. programmes.
• Customer events.
See bp.com/ See Sustainability See bp.com/ See Corporate See bp.com/technology. See Sustainability
sustainabilityreport. on page 47 and tradeassociations and governance on on page 39
Corporate governance bp.com/tax. page 88. and bp.com/
on page 88. sustainabilityreport.

Strategic report
How our board considers stakeholders in decision making
Strategy Performance People Governance

At every board meeting the directors In order to become a net zero company by BP’s workforce is key to its success. The board, led by the chairman, believes
review, with the management team, the 2050 or sooner, BP must perform as we Our people help us maintain our strong that strong governance is essential to
progress against strategic priorities and the transform. reputation for high standards of business the success of the company. At the end
changing shape of the business portfolio. conduct are fundamental in delivering our of 2018, it participated in an external
This collaborative approach by the board, The board regularly reviews and monitors purpose to reimagine energy. evaluation of its performance. The board
together with the board’s approval of the BP’s safety, reliability and environmental discussed the findings of this review
company strategy, helps it to promote the performance, with the aim of continually The past year was significant for BP, and the chairman introduced changes to
long-term success of BP. The board making BP safer for our entire workforce with the announcement of Bernard the board’s ways of working. It agreed
assesses different areas of the business and minimizing our environmental impact. Looney as new CEO. As part of the to implement changes to board meetings,
so that BP is well positioned to deliver on It also focuses on maintaining financial succession planning for this role, the so that agendas will be structured around
its ambition to become a net zero company discipline and delivering strong earnings, board considered a number of factors, four distinct pillars in 2020 – strategy,
by 2050 or sooner, and to help the world cash flow and returns to shareholders. including the values and leadership performance, people and governance.
get to net zero. Ultimately board decisions behaviours that this role requires. Bernard
In 2019, BP increased its stake in has been with BP since 1991 and has a In light of BP’s new corporate purpose,
are taken against the backdrop of what Lightsource BP, see page 73; formed
it considers to be in the best interest of strong sense of BP’s culture and values. ambition and aims and the changing
a new joint venture with BP Bunge As chief executive of Upstream, he corporate governance landscape, the
the long-term financial success of the Bioenergia, see page 64; partnered with
company and BP’s stakeholders, oversaw improvements in personal board is reviewing its governance
the world-leading mobility platform, safety and initiated developments in the framework in order to modernize its
including shareholders, employees, DiDi, to create a new electric vehicle
the community and environment, workplace in areas such as mental health, principles and processes. The new
charging network in China, see page 27; diversity and inclusion. framework will continue to drive the
our suppliers and customers. and is exiting BP’s Alaska business as highest levels of business standards
We made strong progress with our part of a two-year $10 billion divestment Together the board and new CEO and best practice, aligning these with
divestment plans and built exciting new programme. reviewed the new organizational structure, BP’s business purpose, values, strategy
opportunities in fast-growing markets in including the appointment of the and culture.
In 2019 a recordable injury frequency rate leadership team and restructuring plans.
2019. BP’s flexible strategy allows it to of 0.166 was the lowest since reporting
grow in ways that can make a significant The board will continue to assess and
began, while the number of injuries The board is reviewing the manner in monitor culture and will look to obtain
contribution to the energy transition, recorded fell by 17%. Safety will always which it engages with the workforce
helping deliver the lower carbon energy useful insight through effective dialogue
be one of our core values. This is to enable it to better understand the with our key stakeholders and taking
the world wants and needs, while important to our workforce, local interests and concerns of BP’s people,
fostering strong relationships with our feedback into account in the board’s
communities and the environment, while see page 88. decision-making process.
stakeholders. This further strengthens the securing strong operational availability
company’s balance sheet, enabling us to and reliability is crucial to our partners,
pursue new advantaged opportunities for suppliers and customers.
BP’s portfolio within our disciplined
financial framework.
Relevant section 172 factors
The board
(including delegation of authority)
Customers Employees Government Investors and Partners and Society

and regulators shareholders suppliers
Our broad customer We work to attract, develop We aim to help countries Our investment proposition We depend on the We consult with local
base spans industries, and retain the world’s best around the world grow their is to grow sustainable capability and performance people and NGOs to gain
businesses and end talent, equipped with the domestic energy supplies free cash flow and of our suppliers, contractors valuable perspectives on
consumers of our products right skills for the future. and boost energy security. distributions to shareholders and other partners, such as the ways in which our
and services. We work Our people have a crucial This in turn helps create over the long term. We rely small businesses, industry activities could impact
closely with our customers role in delivering against our jobs and generates on the support of our peers and academia, to help the local community or
to understand their evolving strategy and creating value. revenues for governments. investors, analysts and deliver the products and environment. We typically
needs so we can improve We aim to maintain dialogue proxy voting agencies and services we need for our engage well before any
and adapt to meet them. with governments and engage with global operations and our physical work begins on a
engage in policy debates investment centres, sharing customers. project and continue the
that are of concern to us updates on our strategic conversation throughout a
and the communities in progress and our financial project’s lifespan.
which we operate. and non-financial plans.
>10m 70,100 $6.9bn $8.3bn $364m $84m

retail customers served employees paid in income and total dividends invested in research committed to social
every day worldwide production taxes to distributed to BP and development investment in 2019
governments in 2019 shareholders in 2019

How we manage risk
BP manages, monitors and reports on the principal risks and Risk oversight and governance
uncertainties that can impact our ability to deliver our strategy.
Key risk oversight and governance committees include the following:
These risks are described in the Risk factors on page 70.
Our management systems, organizational structures, processes, Executive committees
standards, code of conduct and behaviours together form a system of • Executive team meeting – for strategic and commercial risks.
internal control that governs how we conduct the business of BP and • Group operations risk committee – for health, safety, security,
manage associated risks. environment and operations integrity risks.
• Group financial risk committee – for finance, treasury, trading
BP’s risk management system and cyber risks.
BP’s risk management system and policy is designed to be a consistent • Group disclosure committee – for financial reporting risks.
and clear framework for managing and reporting risks from the group’s • Group people committee – for employee risks.
operations to management and to the board. The system seeks to avoid • Group ethics and compliance committee – for legal and
incidents and maximize business outcomes by allowing us to: regulatory compliance and ethics risks.
• Resource commitment meeting – for investment decision risks.
• Understand the risk environment, identify the specific risks and • Renewal committee – for strategic, commercial and investment
assess the potential exposure for BP. decision risks related to new lines of business.
• Determine how best to deal with these risks to manage overall
potential exposure. Board and its committees
• Manage the identified risks in appropriate ways. • BP board.
• Monitor and seek assurance of the effectiveness of the management • Audit committee.
of these risks and intervene for improvement where necessary. • Safety, environment and security assurance committee.
• Report up the management chain and to the board on a periodic basis • Geopolitical committee.
on how significant risks are being managed, monitored, assured and See BP governance framework on page 83, Board activity in 2019
the improvements that are being made. on page 84, committee reports on pages 90-99 and 101 and Risk
management and internal control on page 128.
Our risk management activities
Day-to-day risk Business and Oversight and Risk management processes
management strategic risk governance We aim for a consistent basis of measuring risk to:
management • Establish a common understanding of risks on a like-for-like basis,
Identify, Plan, manage Set policy taking into account potential impact and likelihood.
manage and performance and monitor • Report risks and their management to the appropriate levels of
report risks and assure principal risks
the organization.
• Inform prioritization of specific risk management activities and
Facilities, Business Executive The resource allocation.
assets and segments and and corporate board
operations functions functions Businesses and functions review significant risks and associated risk
management activities in alignment with key business processes to
Day-to-day risk management – management and staff at our help enable key decisions to be risk informed.
facilities, assets and functions seek to identify and manage risk,
As part of BP’s annual planning process, the executive team and board
promoting safe, compliant and reliable operations. BP requirements,
review the group’s principal risks and uncertainties and determine risks
which take into account applicable laws and regulations, underpin the
for particular oversight by the board and its committees. These may be
practical plans developed to help reduce risk and deliver safe, compliant
updated during the year in response to changes in internal and external
and reliable operations as well as greater efficiency and sustainable
circumstances.
financial results.
Business and strategic risk management – our businesses and Our risk profile
functions integrate risk management into key business processes such The nature of our business operations is long term, resulting in many of
as strategy, planning, performance management, resource and capital our risks being enduring in nature. Nonetheless, risks can develop and
allocation, and project appraisal. We do this by using a standard framework evolve over time and their potential impact or likelihood may vary in
for collating risk data, assessing risk management activities, making further response to internal and external events. These may include emerging
improvements and in connection with planning new activities. risks which are considered through existing processes, including BP’s
Oversight and governance – throughout the year functional risk management system, BP’s Energy Outlook, BP’s Technology
leadership, the executive team, the board and relevant committees Outlook and group strategic reviews.
provide oversight of how significant risks to BP are identified, assessed We identify longer-term strategic risks and high priority risks for particular
and managed. They help to ensure that risks are governed by relevant oversight by the board and its various committees in the coming year.
policies and are managed appropriately. Such oversight may include Those identified for particular oversight in 2020 are listed in this section.
reviews of the outcomes of business processes including strategy, These may be updated throughout the year in response to changes in
planning and resource and capital allocation. internal and external circumstances. The oversight and management of
BP’s group risk team analyses the group’s risk profile and maintains the other risks is undertaken in the normal course of business.
group risk management system. Our group audit team provides There can be no certainty that our risk management activities will
independent assurance to the group chief executive and board as to mitigate or prevent these, or other risks, from occurring. Further details
whether the group’s system of internal control is adequately designed of the principal risks and uncertainties we face are set out in Risk
and operating effectively to respond appropriately to the risks that are factors on page 70.
significant to BP.

Strategic report
Risks for particular oversight by the board and its We seek to manage this risk through development and maintenance of
committees in 2020 relationships with governments and stakeholders and by becoming
trusted partners in each country and region. In addition, we closely
The risks for particular oversight by the board and its committees in monitor events and implement risk mitigation plans where appropriate.
2020 have been reviewed. In addition to the risks reviewed in 2019,
climate-related risks have been added as a longer-term strategic risk.
The impact of the UK’s exit from the EU
Climate-related risks We have been assessing the potential impact on BP of Brexit
and the UK’s future global relationships and have considered
Risks associated with climate change and the transition to a lower carbon
different outcomes but do not believe any of these outcomes
economy impact many elements of our strategy and, as such, these risks are
pose a significant risk to our business. The board’s geopolitical
considered through key business processes including the strategy, annual
committee continues to monitor these developments.
plan, capital allocation and investment decisions. The outputs of these key
business processes are reviewed in line with the cadence of these activities.
Further details are described in Environment on page 40 and Climate Safety and operational risks
change and the transition to a lower carbon economy on page 70.
Process safety, personal safety and environmental risks
Strategic and commercial risks The nature of the group’s operating activities exposes us to a wide
range of significant health, safety and environmental risks such as
Financial liquidity incidents associated with releases of hydrocarbons when drilling wells,
External market conditions can impact our financial performance. operating facilities and transporting hydrocarbons.
Supply and demand and the prices achieved for our products can be
Our operating management system helps us manage these risks and
affected by a wide range of factors including political developments,
drive performance improvements. It sets out the rules and principles
consumer preferences for low carbon energy, global economic
which govern key risk management activities such as inspection,
conditions and the influence of OPEC.
maintenance, testing, business continuity and crisis response planning
We seek to manage this risk through BP’s diversified portfolio, our and competency development. In addition, we conduct our drilling
financial framework, liquidity stress testing, maintaining a significant activity through a global wells organization in order to promote a
cash buffer, regular reviews of market conditions and our planning and consistent approach for designing, constructing and managing wells.
investment processes.
Security
See Prices and markets and Liquidity, financial capacity and financial, Hostile acts such as terrorism or piracy could harm our people and
including credit, exposure on page 70. disrupt our operations. We monitor for emerging threats and
vulnerabilities to manage our physical and information security.
The impact of coronavirus (COVID-19) Our central security team provides guidance and support to our
The spread of coronavirus coupled with actions from OPEC+ has businesses through a network of regional security advisors who advise
caused a significant drop in the oil price. Our financial frame is and conduct assurance activities with respect to the management of
designed to be robust to periods of low price, with flexibility to security risks affecting our people and operations. We continue to
reduce cost and capital expenditure if required. We continue to monitor threats globally and maintain disaster recovery, crisis and
assess the potential impact of coronavirus on our staff and business continuity management plans.
operations and have instigated appropriate mitigation plans.
Compliance and control risks
Cyber security Ethical misconduct and legal or regulatory non-compliance
The targeted and indiscriminate threats to the security of our digital Ethical misconduct or breaches of applicable laws or regulations
infrastructure and those of third parties continue to evolve rapidly and could damage our reputation, adversely affect operational results
are increasingly prevalent across industries worldwide. and shareholder value, and potentially affect our licence to operate.
We seek to manage this risk through a range of measures, which Our code of conduct and our values and behaviours, applicable to all
include cyber security standards, security protection tools, ongoing employees, are central to managing this risk. Additionally, we have various
detection and monitoring of threats and testing of cyber response and group requirements and training covering areas such as anti-bribery and
recovery procedures. We collaborate closely with governments, law corruption, anti-money laundering, competition/ anti-trust law and international
enforcement agencies and industry peers to understand and respond to trade regulations. We seek to keep abreast of new regulations and legislation
new and emerging cyber threats. We build awareness with our staff, and plan our response to them. We offer an independent confidential helpline,
share information on incidents with leadership for continuous learning OpenTalk, for employees, contractors and other third parties.
and conduct regular exercises including with the executive team to test
Trading non-compliance
response and recovery procedures.
In the normal course of business, we are subject to risks around our
Geopolitical trading activities which could arise from shortcomings or failures in our
The diverse locations of our operations around the world expose us to systems, risk management methodology, internal control processes or
a wide range of political developments and consequent changes to the employee conduct.
economic and operating environment. Geopolitical risk is inherent to
We have specific operating standards and control processes to manage
many regions in which we operate, and heightened political or social
these risks, including guidelines specific to trading, and seek to monitor
tensions or changes in key relationships could adversely affect
compliance through our dedicated compliance teams. We also seek to
the group.
maintain a positive and collaborative relationship with regulators and the
industry at large.

Risk factors
The risks discussed below, separately or in combination, could have Failure to accurately forecast or work within our financial framework could impact
a material adverse effect on the implementation of our strategy, our our ability to operate and result in financial loss. Trade and other receivables, including
business, financial performance, results of operations, cash flows, overdue receivables, may not be recovered, divestments may not be successfully
liquidity, prospects, shareholder value and returns and reputation. completed and a substantial and unexpected cash call or funding request could
disrupt our financial framework or overwhelm our ability to meet our obligations.
Strategic and commercial risks An event such as a significant operational incident, legal proceedings or a
geopolitical event in an area where we have significant activities, could reduce our
Prices and markets – our financial performance is impacted by financial liquidity and our credit ratings. Credit ratings downgrades could potentially
fluctuating prices of oil, gas and refined products, technological change, increase financing costs and limit access to financing or engagement in our trading
exchange rate fluctuations, and the general macroeconomic outlook. activities on acceptable terms, which could put pressure on the group’s liquidity.
Oil, gas and product prices are subject to international supply and demand and Credit rating downgrades could also trigger a requirement for the company to
margins can be volatile. Political developments, increased supply from new oil review its funding arrangements with the BP pension trustees and may cause
and gas or alternative low carbon energy sources, technological change, global other impacts on financial performance. In the event of extended constraints on
economic conditions, public health situations and the influence of OPEC can our ability to obtain financing, we could be required to reduce capital expenditure
impact supply and demand and prices for our products. Decreases in oil, gas or or increase asset disposals in order to provide additional liquidity. See Liquidity
product prices could have an adverse effect on revenue, margins, profitability and and capital resources on page 301 and Financial statements – Note 29.
cash flows. If significant or for a prolonged period, we may have to write down
assets and re-assess the viability of certain projects, which may impact future Joint arrangements and contractors – varying levels of control over the
cash flows, profit, capital expenditure and ability to maintain our long-term standards, operations and compliance of our partners, contractors and
investment programme. Conversely, an increase in oil, gas and product prices sub-contractors could result in legal liability and reputational damage.
may not improve margin performance as there could be increased fiscal take,
We conduct many of our activities through joint arrangements, associates or
cost inflation and more onerous terms for access to resources. The profitability of
with contractors and sub-contractors where we may have limited influence and
our refining and petrochemicals activities can be volatile, with periodic over-
control over the performance of such operations. Our partners and contractors
supply or supply tightness in regional markets and fluctuations in demand.
are responsible for the adequacy of the resources and capabilities they bring to a
Exchange rate fluctuations can create currency exposures and impact underlying project. If these are found to be lacking, there may be financial, operational or
costs and revenues. Crude oil prices are generally set in US dollars, while products safety risks for BP. Should an incident occur in an operation that BP participates
vary in currency. Many of our major project development costs are denominated in, our partners and contractors may be unable or unwilling to fully compensate
in local currencies, which may be subject to fluctuations against the US dollar. us against costs we may incur on their behalf or on behalf of the arrangement.
Where we do not have operational control of a venture, we may still be pursued
Access, renewal and reserves progression – inability to access, by regulators or claimants in the event of an incident.
renew and progress upstream resources in a timely manner could
adversely affect our long-term replacement of reserves. Digital infrastructure and cyber security – breach or failure of our or
third parties’ digital infrastructure or cyber security, including loss or
Renewing our reserve base depends on our ability to continually replenish future
misuse of sensitive information could damage our operations, increase
opportunities to access and produce oil and natural gas. Competition for access
costs and damage our reputation.
to investment opportunities, heightened political and economic risks in certain
countries where significant hydrocarbon basins are located, unsuccessful The oil and gas industry is subject to fast-evolving risks from cyber threat actors,
exploration activity and increasing technical challenges and capital commitments including nation states, criminals, terrorists, hacktivists and insiders. A breach or
may adversely affect our reserve replacement. This, and our ability to progress failure of our or third parties’ digital infrastructure – including control systems – due
upstream resources and sustain long-term reserves replacement, could impact to breaches of our cyber defences, or those of third parties, negligence, intentional
our future production and financial performance. misconduct or other reasons, could seriously disrupt our operations. This could
result in the loss or misuse of data or sensitive information, injury to people,
Major project delivery – failure to invest in the best opportunities or disruption to our business, harm to the environment or our assets, legal or
deliver major projects successfully could adversely affect our financial regulatory breaches and legal liability. Furthermore, the rapid detection of attempts
performance. to gain unauthorized access to our digital infrastructure, often through the use of
We face challenges in developing major projects, particularly in geographically sophisticated and co-ordinated means, is a challenge and any delay or failure to
and technically challenging areas. Poor investment choice, efficiency or delivery, detect could compound these potential harms. These could result in significant
or operational challenges at any major project that underpins production or costs including fines, cost of remediation or reputational consequences.
production growth could adversely affect our financial performance. Climate change and the transition to a lower carbon economy
Geopolitical – exposure to a range of political developments and – policy, legal, regulatory, technology and market developments related
consequent changes to the operating and regulatory environment could to the issue of climate change could increase costs, reduce demand for
cause business disruption. our products, reduce revenue and limit certain growth opportunities.
We operate and may seek new opportunities in countries and regions where Laws, regulations, policies, obligations, social attitudes and customer preferences
political, economic and social transition may take place. Political instability, relating to climate change and the transition to a lower carbon economy could
changes to the regulatory environment or taxation, international sanctions, have an adverse impact on our business (including increased costs from
expropriation or nationalization of property, civil strife, strikes, insurrections, acts compliance, litigation, and regulatory or litigation outcomes), and could lead to
of terrorism, acts of war and public health situations (including an outbreak of an constraints on production and supply and access to new reserves and a decline in
epidemic or pandemic) may disrupt or curtail our operations or development demand for certain products.
activities. These may in turn cause production to decline, limit our ability to Technological improvements or innovations that support the transition to a lower
pursue new opportunities, affect the recoverability of our assets or cause us to carbon economy, and customer preferences or regulatory incentives that alter
incur additional costs, particularly due to the long-term nature of many of our fuel or power choices, could impact demand for oil and gas. Depending on the
projects and significant capital expenditure required. Events in or relating to nature and speed of any such changes and our response, this could adversely
Russia, including trade restrictions and other sanctions, could adversely impact affect the demand for our products, investor sentiment, our access to capital
our income and investment in or relating to Russia. Our ability to pursue business markets, our competitiveness and financial performance. Policy, legal regulatory,
objectives and to recognize production and reserves relating to these investments technological and market developments related to climate change could also
could also be adversely impacted. affect future price assumptions used in the assessment of recoverability of
asset carrying values including goodwill, the judgement as to whether there is
Liquidity, financial capacity and financial, including credit,
continued intent to develop exploration and appraisal intangible assets, the timing
exposure – failure to work within our financial framework could impact
of decommissioning of assets and the useful economic lives of assets used for
our ability to operate and result in financial loss. the calculation of depreciation and amortization. See Financial statements –
Note 1 and Environment on page 40.

Strategic report
Competition – inability to remain efficient, maintain a high-quality Drilling and production – challenging operational environments and
portfolio of assets, innovate and retain an appropriately skilled other uncertainties could impact drilling and production activities.
workforce could negatively impact delivery of our strategy in a highly Our activities require high levels of investment and are sometimes conducted in
competitive market. challenging environments such as those prone to natural disasters and extreme
Our strategic progress and performance could be impeded if we are unable to control weather, which heightens the risks of technical integrity failure. The physical
our development and operating costs and margins, or to sustain, develop and operate characteristics of an oil or natural gas field, and cost of drilling, completing or
a high-quality portfolio of assets efficiently. We could be adversely affected if operating wells is often uncertain. We may be required to curtail, delay or cancel
competitors offer superior terms for access rights or licences, or if our innovation in drilling operations or stop production because of a variety of factors, including
areas such as exploration, production, refining, manufacturing, renewable energy, new unexpected drilling conditions, pressure or irregularities in geological formations,
technologies or customer offer that lags the industry. Our performance could also be equipment failures or accidents, adverse weather conditions and compliance with
negatively impacted if we fail to protect our intellectual property. Our industry faces governmental requirements.
increasing challenge to recruit and retain diverse, skilled and experienced people in the
fields of science, technology, engineering and mathematics. Successful recruitment, Compliance and control risks
development and retention of specialist staff is essential to our plans.
Ethical misconduct and non-compliance – ethical misconduct or
Crisis management and business continuity – failure to address an breaches of applicable laws by our businesses or our employees could
incident effectively could potentially disrupt our business. be damaging to our reputation, and could result in litigation, regulatory
Our business activities could be disrupted if we do not respond, or are perceived action and penalties.
not to respond, in an appropriate manner to any major crisis or if we are not able Incidents of ethical misconduct or non-compliance with applicable laws and
to restore or replace critical operational capacity. regulations, including anti-bribery and corruption and anti-fraud laws, trade
Insurance – our insurance strategy could expose the group to material restrictions or other sanctions, could damage our reputation, and result in
litigation, regulatory action and penalties.
uninsured losses.
BP generally purchases insurance only in situations where this is legally and Regulation – changes in the regulatory and legislative environment
contractually required. Some risks are insured with third parties and reinsured by could increase the cost of compliance, affect our provisions and limit
group insurance companies. Uninsured losses could have a material adverse our access to new growth opportunities.
effect on our financial position, particularly if they arise at a time when we are
Governments that award exploration and production interests may impose
facing material costs as a result of a significant operational event which could put
specific drilling obligations, environmental, health and safety controls,
pressure on our liquidity and cash flows.
controls over the development and decommissioning of a field and possibly,
Security – hostile acts against our staff and activities could cause harm nationalization, expropriation, cancellation or non-renewal of contract rights.
to people and disrupt our operations. Royalties and taxes tend to be high compared with those imposed on similar
commercial activities, and in certain jurisdictions there is a degree of uncertainty
Acts of terrorism, piracy, sabotage and similar activities directed against our relating to tax law interpretation and changes. Governments may change their
operations and facilities, pipelines, transportation or digital infrastructure could fiscal and regulatory frameworks in response to public pressure on finances,
cause harm to people and severely disrupt operations. Our activities could also be resulting in increased amounts payable to them or their agencies.
severely affected by conflict, civil strife or political unrest.
Such factors could increase the cost of compliance, reduce our profitability in
Product quality – supplying customers with off-specification products certain jurisdictions, limit our opportunities for new access, require us to divest
could damage our reputation, lead to regulatory action and legal liability, or write down certain assets or curtail or cease certain operations, or affect the
and impact our financial performance. adequacy of our provisions for pensions, tax, decommissioning, environmental
and legal liabilities. Potential changes to pension or financial market regulation
Failure to meet product quality specifications could cause harm to people and the
could also impact funding requirements of the group. Following the Gulf of
environment, damage our reputation, result in regulatory action and legal liability,
Mexico oil spill, we may be subjected to a higher level of fines or penalties
and impact financial performance.
imposed in relation to any alleged breaches of laws or regulations, which could
result in increased costs.
Safety and operational risks
Treasury and trading activities – ineffective oversight of treasury
Process safety, personal safety, and environmental risks – and trading activities could lead to business disruption, financial loss,
exposure to a wide range of health, safety, security and environmental regulatory intervention or damage to our reputation.
risks could cause harm to people, the environment and our assets and
We are subject to operational risk around our treasury and trading activities in
result in regulatory action, legal liability, business interruption, increased
financial and commodity markets, some of which are regulated. Failure to
costs, damage to our reputation and potentially denial of our licence process, manage and monitor a large number of complex transactions across
to operate. many markets and currencies while complying with all regulatory requirements
Technical integrity failure, natural disasters, extreme weather or a change in its could hinder profitable trading opportunities. There is a risk that a single trader or
frequency or severity, human error and other adverse events or conditions, including a group of traders could act outside of our delegations and controls, leading to
breach of digital security, could lead to loss of containment of hydrocarbons or other regulatory intervention and resulting in financial loss, fines and potentially
hazardous materials. This could also lead to constrained availability of resources damaging our reputation. See Financial statements – Note 29.
used in our operating activities, as well as fires, explosions or other personal and
Reporting – failure to accurately report our data could lead to
process safety incidents, including when drilling wells, operating facilities and those
associated with transportation by road, sea or pipeline. There can be no certainty regulatory action, legal liability and reputational damage.
that our operating management system or other policies and procedures will External reporting of financial and non-financial data, including reserves
adequately identify all process safety, personal safety and environmental risks or estimates, relies on the integrity of systems and people. Failure to report data
that all our operating activities, including acquired businesses will be conducted in accurately and in compliance with applicable standards could result in regulatory
conformance with these systems. See Safety and security on page 45. action, legal liability and damage to our reputation.
Such events or conditions, including a marine incident, or inability to provide safe The Strategic report was approved by the board and signed on its behalf
environments for our workforce and the public while at our facilities, premises or by Ben J. S. Mathews, company secretary on 18 March 2020.
during transportation, could lead to injuries, loss of life or environmental damage.
As a result we could face regulatory action and legal liability, including penalties
and remediation obligations, increased costs and potentially denial of our licence
to operate. Our activities are sometimes conducted in hazardous, remote or
environmentally sensitive locations, where the consequences of such events or
conditions could be greater than in other locations.

Energy with purpose means
helping the world reach
net zero.

Board of directors 74
Executive team 78
The leadership team 80
Introduction from the chairman 82
Board activities in 2019 84
How the board has engaged with shareholders, 88
Nomination and governance committee 90
Audit committee 91
Safety, environment and security 96
assurance committee
Geopolitical committee 98
Chairman’s committee 99
Directors’ remuneration report 100
Remuneration committee 101
Directors’ statements 128
Energy with purpose
Expanding solar
Lightsource BP is helping shape the
future of global energy delivery by
developing solar capacity around
the world.
• We increased our stake in Lightsource

BP to create a 50:50 joint venture
in 2019.
Lightsource BP highlights in 2019

• Entered the Spanish solar market with
the purchase of a 300MW portfolio of
solar development projects across
six sites.
• Signed a long-term agreement to
build a 240MW facility, supplying
EVRAZ, a US steel company.
• Established a presence in Brazil with
the purchase of 1.9GW of solar
projects in various stages of
development.

Board of directors
as at 18 March 2020
Committee membership key

Chairman
Audit
Safety, environment
and security assurance
Remuneration
Geopolitical
Chairman’s
Nomination and governance
Non-executive directors’ tenure

Helge Lund Bernard Looney
Chairman Chief executive officer
Appointed to the board 26 July 2018 (appointed Appointed 5 February 2020
chairman 1 January 2019)
Outside interests:
Outside interests: Fellow of the Royal Academy of Engineering, Fellow
Chairman of Novo Nordisk AS, Operating Advisor to of the Energy Institute, Mentor for FTSE 100
Clayton Dubilier & Rice, Member of the Board of Cross-Company Mentoring Executive Programme
Trustees of the International Crisis Group, Member
Age: 49
of the European Round Table of Industrialists
Nationality: Irish
Age: 57
1 – 3 years 5 Career summary:
Nationality: Norwegian
4 – 6 years 2 Bernard Looney joined BP in 1991 as a drilling
7+ years 4 Career summary: engineer working in roles in the North Sea, Vietnam
Helge served as chief executive of BG Group from and the Gulf of Mexico. Prior to becoming the chief
2015 to 2016, when the company merged with Shell. executive of BP Upstream in April 2016, Bernard held
He joined BG Group from Equinor (formerly Statoil) a range of senior roles, including chief operating
where he served as its president and chief executive officer of production, managing director BP North
Board gender diversity
officer for 10 years from 2004. Prior to Equinor, Sea and vice president in Norway and North Sea
Helge was president and chief executive officer of infrastructure and BP Alaska. He has led access into
the industrial conglomerate, Aker Kvaerner, and has new countries, including Mauritania and Senegal,
also held executive positions in the Norwegian high-graded the portfolio with the acquisition of
industrial holding company, Aker RGI and the former onshore US assets from BHP Billiton and the sale of
Norwegian power and industry company, Hafslund the Alaska business, and created innovative new
Nycomed. He worked as a consultant with McKinsey business models, such as Aker BP in Norway.
& Company and served as a political adviser for the
As chief executive of BP Upstream, Bernard
parliamentary group of the Conservative party in
oversaw improvements in both process and personal
Norway. Prior to joining BP, he was a non-executive
safety performances and production grew by 20%.
director of the oil service group Schlumberger from
There were also significant improvements in both
2016 to 2018, and Nokia from 2011 to 2014. He
Female 5 gender and global diversity. Bernard initiated a
served as a member on the United Nations
Male
group-wide dialogue on mental health in hope of
6 Secretary-General’s Advisory Group on Sustainable
‘ending the stigma’ associated with the issue.
Energy from 2011 to 2014.
Relevant skills and experience:
Board nationality Bernard has spent his career at BP and has
Helge has an impressive track record of leadership
demonstrated dynamic leadership and vision as he
in the oil and gas industry. His open-minded and
has progressed through various roles within the
forward-looking approach is vital as the industry
Company. As part of the appointment process to
focuses on the transition to a lower carbon world.
becoming the new chief executive officer, Bernard
He has deep industry knowledge and global business
exceeded at range of aptitude and psychometric
experience – not only in the oil and gas industry but
testing. During his 10 years as a leader of Upstream,
also in pharmaceuticals, healthcare and construction.
Bernard saw the segment through one of the most
difficult periods in the BP’s history, helping transform
the company into a safer, stronger and more resilient
business. He was instrumental in a number of
workforce based initiatives to promote a diverse and
UK 6 inclusive environment.
US 3
Non UK/US 2
View the directors’ biographies

in full at bp.com/board.

Brian Gilvary Dame Alison Carnwath Pamela Daley

Chief financial officer Independent non-executive director Independent non-executive director
Appointed 1 January 2012 Appointed 21 May 2018 Appointed 26 July 2018
Brian will retire on 30 June 2020. Outside interests: Outside interests:

Member of Supervisory Board of BASF SE, Director Director of BlackRock, Inc, Director of SecureWorks, Inc
Outside interests:
of Zurich Insurance Group, Independent director of
Non-executive director of Air Liquide SA, Non- Age: 67
PACCAR Inc, Member of UK Panel on Takeovers and
executive director of Barclays PLC, Non-executive
Mergers, Trustee of The Economist Group Nationality: American
director of Royal Navy Board, Senior independent
director of The Francis Crick Institute, Chairman of Age: 67 Career summary:
The Hundred Group of Financial Directors (The 100 Pam joined General Electric Company in 1989 as tax
Nationality: British
Group), Fellow of the Energy Institute; Great Britain counsel and held a number of senior executive roles
Age Group Triathlete Career summary: in the company, overseeing a wide range of
Dame Alison is a qualified chartered accountant with corporate transactions and serving as senior vice
Age: 58
a wealth of financial industry experience obtained president and senior advisor to the chairman in 2013,
Nationality: British during an expansive career in London and New York. before retiring from GE. Pam has served as a director
In addition to her current appointments, she was of BlackRock since 2014 and of SecureWorks since
Career summary:
previously Chairman of Land Securities Group plc 2016. She was a director of BG Group plc from 2014
Brian joined BP in 1986 after obtaining a PhD in
from September 2004 until July 2018 and served as to 2016 until its acquisition by Shell, a director of
mathematics from the University of Manchester.
a non-executive director of Barclays PLC from 2010 Patheon N.V. from 2016 to 2017 until its acquisition
Following a broad range of roles across the group in
to 2012 and Man Group plc from November 2012 to by Thermo Fisher, and was previously a partner at
upstream, downstream and trading in Europe and the
May 2013. In 2014, Dame Alison was appointed to Morgan, Lewis & Bockius, a major US law firm,
US, he became downstream’s commercial director in
the order of Dame Commander of the Most Excellent where she specialized in domestic and cross-border
2002. From 2005 until 2009 he was chief executive
Order of the British Empire for her services to tax-oriented financings and commercial transactions.
of BP’s commodity trading arm and, in 2010, he was
business and diversity.
appointed deputy group chief financial officer. Brian Relevant skills and experience:
was a director of TNK-BP over two separate periods, Relevant skills and experience: Pam is a qualified lawyer with significant
from 2003 to 2005 and from 2010 until the sale of Dame Alison has extensive financial experience both management insight obtained from previous senior
the business and BP’s acquisition of Rosneft equity as an executive and non-executive director. Dame positions held at companies that operate in highly
in 2013. He served on the HM Treasury Financial Alison has chaired significant boards and has deep regulated industries. Pam has a wealth of experience
Management Review Board from 2014 to 2017. experience of the workings of investors and the in global business and strategy gained from over 20
finance industry in the City of London. She has years in an executive role at GE. She also has
worked with global organizations and brings this experience in the UK oil and gas industry from her
Brian’s broad experience of working across the
broad range of skills to the BP board and to the time served on the BG Group plc board. Pam
group has provided him with deep insight into BP’s
audit committee. contributes important insight to the audit committee
assets and businesses. He has been key during
from her previous executive experience. In 2019, she
BP’s strategy implementation to transform into a
joined the remuneration committee, where her
‘value over volume’ business where trading is a key
understanding of employee and investor
creator of value. His deep understanding of finance
perspectives brings value.
and trading has been vital in adjusting capital
structures and operational costs while ensuring the
group continues to be capable of meeting new
opportunities. Brian played a major role in overseeing
financial aspects of the Gulf of Mexico oil spill,
and leading settlement negotiations to resolve
outstanding federal and state claims. He also
played a lead role in the negotiations around the
exit of TNK-BP and investment into Rosneft and led
the 2018 acquisition of the BHP onshore Lower
48 assets.

Sir Ian Davis Professor Dame Ann Dowling Melody Meyer
Senior independent director Independent non-executive director Independent non-executive director
Appointed 2 April 2010 Appointed 3 February 2012 Appointed 17 May 2017
Outside interests: Outside interests: Outside interests:

Chairman of Rolls-Royce Holdings plc, Non-executive Deputy vice-chancellor and emeritus professor President of Melody Meyer Energy LLC, Director
director of Majid Al Futtaim Holding LLC, of Mechanical Engineering at the University of of the National Bureau of Asian Research, Trustee
Non-executive director of Johnson & Johnson, Inc. Cambridge, Non-executive director of Smiths of Trinity University, Non-executive director of
Group plc AbbVie Inc., Non-executive director of National
Age: 68
Oilwell Varco, Inc.
Age: 67
Age: 62
Career summary:
Nationality: American
Sir Ian began his career at The Bowater Corporation Career summary:
Limited, a paper manufacturing company, before Professor Dame Ann is a deputy vice-chancellor and Career summary:
joining McKinsey & Company in 1979. He was a emeritus professor of Mechanical Engineering at the Melody started her career in 1979 with Gulf Oil
partner at McKinsey & Company for 31 years until his University of Cambridge where her research includes which later merged with Chevron Corporation, where
retirement in 2010 and also served as chairman and fluid mechanics, acoustics and combustion. She has she remained until her retirement in 2016. During her
managing director between 2003 and 2009. Sir Ian held visiting posts at MIT and at Caltech. Dame Ann career with Chevron, Melody held several key
has remained as a senior partner emeritus of is a fellow of the Royal Society and the Royal leadership roles in global exploration and production,
McKinsey & Company since his retirement. He also Academy of Engineering and a foreign associate of working on a number of international projects and
served as a lead non-executive board member for the the US National Academy of Engineering, the operational assignments. Melody was the executive
Cabinet Office from 2015 to 2016. Sir Ian was given Chinese Academy of Engineering and the French sponsor of the Chevron Women’s Network and
the honour of knighthood in the 2019 Birthday Academy of Sciences. She was an advisor at continues as a mentor and advocate for the
Honours for services to business. Rolls-Royce until 2015. Dame Ann was President of advancement of women in the industry. Melody has
the Royal Academy of Engineering from September received several awards and accolades throughout
2014 to 2019. In December 2015 she was appointed her career including being recognized as a 2009
Sir Ian brings global financial and strategic experience
to the Order of Merit. Trinity Distinguished Alumni, with the BioHouston
to the board. He has worked with and advised global
Women in Science Award and she was most recently
organizations and companies in a wide variety of Relevant skills and experience:
recognized by Hart Energy as an Influential Woman
sectors including oil and gas and the public sector. Dame Ann is an internationally respected leader in
in Energy in 2018.
He is able to draw on knowledge of diverse issues engineering research and the practical application of
and outcomes to assist the board and its new technology in industry. Her contribution, Relevant skills and experience:
committees. research and academic leadership in these fields are Melody has spent her entire career in the oil and gas
admired internationally. Her academic background industry. The breadth, variety and geographic scope
Sir Ian’s previous experience as a non-executive
provides balance to the board and brings a different of her experience is distinctive. Her career has been
director for the Cabinet Office gives him an important
perspective to the safety, environment and security marked by a focus on excellence, safety and
perspective on government affairs which is an asset
assurance committee, particularly as developments performance improvement. She has expertise in the
to both the board and the geopolitical committee.
in technology accelerate. Her work in this area is execution of major capital projects, creation of
supplemented by her chairing the company’s businesses in new countries, strategic and business
technology advisory council. planning, merger integration and safe and reliable
operations.
Melody brings a world-class operational perspective

to the board, with a deep understanding of the
factors influencing safe, efficient and commercially
high-performing projects in a global organization.

Brendan Nelson Paula Rosput Reynolds Sir John Sawers

Independent non-executive director Independent non-executive director Independent non-executive director
Appointed 8 November 2010 Appointed 14 May 2015 Appointed 14 May 2015
Outside interests: Outside interests: Outside interests:
Non-executive director of NatWest Markets plc, Non-executive director of BAE Systems plc, Visiting professor at King’s College London, Governor
Member of the Financial Reporting Review Panel Non-executive director of General Electric Company of the Ditchley Foundation, Trustee of the Bilderberg
Association, UK, Executive Chairman of Newbridge
Age: 70 Age: 63
Advisory Limited
Nationality: British Nationality: American
Age: 64
Career summary: Career summary:
Brendan is a qualified chartered accountant and Paula commenced her energy career at Pacific Gas &
former partner at KPMG having held a number of Electric Corp in 1979 and spent over 25 years in the Career summary:
senior positions at KPMG International. He served energy industry. She has held a number of executive Sir John spent 36 years in public service in the UK,
on the KPMG UK board from 2000 until his positions during her career, including CEO of Duke working on foreign policy, international security and
retirement in 2010. Brendan previously served as a Energy Power Services, Chairman, President and intelligence. He was chief of the Secret Intelligence
member of the Financial Services Practitioner Panel CEO of AGL Resources as well as Chairman and CEO Service, MI6, from 2009 to 2014 and prior to that
for six years and was president of the Institute of of Safeco Corporation and Vice Chairman and Chief spent the bulk of his career in the Diplomatic Service,
Chartered Accountants of Scotland in 2013/14. He Restructuring Officer of AIG. Paula was a non- representing the British government around the
has extensive financial and banking experience executive director of TransCanada Corporation and world and leading negotiations at the UN, in the
having been a non-executive director of The Royal CBRE Group, Inc until May 2019, having been European Union and in the G8. After he left public
Bank of Scotland Group p.l.c. and National appointed in 2011 and 2016 respectively. Paula was service, Sir John was chairman and general partner
Westminster Bank p.l.c. from 2010 until April 2019 awarded the National Association of Corporate of Macro Advisory Partners, a firm that advises
and December 2018 respectively. Directors (US) Lifetime Achievement Award in 2014. clients on the intersection of policy, politics and
markets, from February 2015 to May 2019. He then
Relevant skills and experience: Relevant skills and experience:
set up his own firm, Newbridge Advisory, to carry
Brendan has completed a wide variety of audit, Paula has had a long career leading global companies
out similar work. Sir John was appointed Knight
regulatory and due-diligence engagements over the in the energy and financial sectors. Her financial
Grand Cross of the Order of St Michael and St
course of his career. He played a significant role in background and deep experience of trading makes
George in the 2015 New Year Honours for services
the development of the profession’s approach to the her ideally suited to serve on the audit committee.
to national security.
audit of banks in the UK, with particular emphasis on
Her experience with international and US companies,
establishing auditing standards. He continues to Relevant skills and experience:
including several restructuring processes and
contribute in his role as a member of the Financial Sir John’s deep experience of international political
mergers, gives her insight into strategic and
Reporting Review Panel. and commercial matters is an asset to the board in
regulatory issues, which is an asset to the board.
navigating the geopolitical issues faced by a modern
This wide experience makes him ideally suited to
Paula currently serves as the chair of the global company. Sir John brings a unique perspective
chair the audit committee and to act as its financial
remuneration committee of BAE Systems plc. Her and broad experience which makes him ideal to lead
expert. He brings related input from his role as the
experience there and her wider business experience the geopolitical committee. His knowledge and skills
chair of the audit committee of a major bank. His
and understanding of the views of investors are well gained in government, diplomacy and policy analysis
specialism in the financial services industry allows
suited to her being the chair of the BP remuneration and advice are invaluable to both the board and the
him to contribute insight into the challenges faced by
committee. safety, environment and security assurance
global businesses by regulatory frameworks.
committee.
Ben J S Mathews Ben joined BP as a company secretary in May 2019. He is chairman of the
The Association of General Counsel and Company Secretaries of the FTSE
Company secretary
100 (GC100) and the co-chair of the Corporate Governance Council of the
Appointed 7 May 2019
Conference Board. Ben is also a Fellow of the Institute of Chartered
Secretaries and Administrators. Former appointments include Group
Company Secretary of HSBC Holdings plc and Rio Tinto plc.

Executive team
as at 18 March 2020
Gordon Birrell Susan Dio Tufan Erginbilgic

Interim head of upstream Chairman and president of BP America Chief executive, Downstream
Appointed 12 February 2020 Appointed 1 September 2018 Appointed 1 October 2014
Gordon will continue as part of the new Susan will step down from her role on 30 June 2020 Tufan will retire from the company on 31 March 2020.
leadership team. and retire from the company in the second half
Outside interests:
of 2020.
Outside interests: Member of the Turkish-British Chamber of
No external appointments Outside interests: Commerce & Industry Board of Directors, Member
Member of the American Petroleum Institute of the Strategic Advisory Board of the University
Age: 57 Nationality: British
Board and Executive Committee, Member of the of Surrey.
Career summary: Greater Houston Partnership Executive Committee,
Age: 60 Nationality: British and Turkish
Before being appointed to his new role, Gordon Member of the Ford’s Theatre Board of Trustees
was chief operating officer for production, Executive Committee. Career summary:
transformation and carbon. In a long BP career, Tufan was appointed chief executive, Downstream
Age: 59 Nationality: American
Gordon has spent time in various technical, on 1 October 2014.
safety and operational risk (S&OR) and leadership Career summary:
Prior to this, Tufan was the chief operating officer of
roles including four years as BP president Susan is chairman and president of BP America,
the fuels business, accountable for BP’s fuels value
Azerbaijan, Georgia and Turkey. providing leadership and oversight to BP’s US
chains worldwide, the global fuels businesses and
businesses.
the refining, sales and commercial optimization
Since joining the company in 1984, she has held key functions for fuels. Tufan joined Mobil in 1990 and
operational and executive positions in the US, UK and BP in 1997 and has held a wide variety of roles in
Australia. Before assuming her current role, Susan refining and marketing in Turkey, various European
served as chief executive officer of BP Shipping. countries and the UK.
David Eyton Bob Fryar Andy Hopwood

Group head of technology Executive vice president, safety and Executive vice president, chief operating officer,
Appointed 1 September 2018 operational risk upstream strategy
Appointed 1 October 2010 Appointed 1 November 2010
David will continue as part of the new leadership team.
Bob will retire from the company in the second half Andy will retire from the company in the second half
Outside interests:
of 2020. of 2020.
Fellow of the UK Royal Academy of Engineering,
Fellow of the Institute of Materials, Minerals & Outside interests: Outside interests:
Mining, Fellow of the Institute of Directors, Trustee No external appointments No external appointments
of the John Lyons Foundation, Member of Oil & Gas
Age: 56 Nationality: American Age: 62 Nationality: British
Climate Initiative Climate Investments Board.
Career summary: Career summary:
Bob is responsible for safety, operational risk Andy was appointed chief operating officer, upstream
Career summary: management and the systematic management of strategy in April 2018. Andy joined BP in 1980, spending
As group head of technology, David is accountable for operations across the BP group. He is accountable his first 10 years in operations in the North Sea, Wytch
technology strategy and its implementation across BP. for a variety of group-level disciplines. In this capacity, Farm and Indonesia. In 1989 Andy joined the corporate
This includes corporate venture capital investments he looks after the group-wide operating management planning team formulating BP’s upstream strategy and
and conducting research and development in areas of system implementation and capability programmes. subsequent portfolio rationalization.
corporate renewal. In this role, David sits on the Oil &
Bob has over 30 years’ experience in the oil and gas Following the BP-Amoco merger, Andy spent time
Gas Climate Initiative Climate Investments Board.
industry, having joined Amoco Production Company leading BP’s businesses across the world. He was
David was recognized for his services to engineering
in 1985. appointed executive vice president, exploration and
and energy in 2018 and awarded a CBE.
production in 2010.

Lamar McKay Eric Nitcher Dev Sanyal

Chief transition officer Group general counsel Chief executive, alternative energy and
Appointed 16 June 2008 Appointed 1 January 2017 executive vice president, regions
Appointed 1 January 2012
Lamar’s current portfolio will be redistributed on Eric will continue as part of the new leadership team.
1 July and he will continue in his capacity as chief Dev will continue as part of the new leadership team.
Outside interests:
transition officer.
No external appointments Outside interests:
Outside interests: Independent non-executive director of Man Group plc;
No external appointments Member of the International Advisory Board on Energy,
Career summary: Government of India; Advisory Board of the Centre for
Eric is responsible for legal matters across the BP European Reform; Board of Advisors of The Fletcher
Career summary: group. He joined Amoco in 1990 and over the years School of Law and Diplomacy, Tufts University; Fellow
Lamar took on a new role as chief transition officer in has held a wide variety of roles. of the Energy Institute.
2019. He is responsible for supporting the chairman
Eric moved to London in 2000, to join the mergers Age: 54 Nationality: British and Indian
and new group chief executive in achieving a full and
and acquisitions legal team. He returned to Houston
orderly transfer of leadership. In addition, he Career summary:
in 2007 to serve as special counsel and chief of staff
continues to hold responsibility for leading BP’s Dev is responsible for BP’s global alternative energy
to BP America’s chairman and president.
strategy work for the energy transition. business and for the group’s interests in the Europe
Most recently he played a leading role in the and Asia regions. He was appointed to the BP Group
Lamar started his career in 1980 with Amoco and
settlement of the Deepwater Horizon US executive committee in 2011.
has since held a number of senior roles including
government claims and resolution of many of the
most recently group deputy CEO. Dev joined BP in 1989 and has held a variety of
remaining private claims.
international roles in London, Athens, Istanbul,
Vienna and Dubai. Dev was previously appointed
group treasurer in 2007 and was also chairman of BP
Investment Management. Until April 2016, Dev was
executive vice president, strategy and regions.
Dame Angela Strank Helmut Schuster

BP chief scientist and head of technology, Executive vice president, group human
downstream resources director
Appointed 1 September 2018 Appointed 1 March 2011
Angela will retire from the company at the end of 2020. Helmut will step down from his current role on 1 July
and continue working with BP as an advisor.
Outside interests:
Non-executive director of Severn Trent plc, Fellow of Outside interests:
the Royal Society, Fellow of the Royal Academy of Non-executive director of Ivoclar Vivadent AG, Germany
Engineering.
Age: 59 Nationality: Austrian and British
Career summary:
Career summary: Helmut became group human resources (HR)
Dame Angela is responsible for technology across a director in March 2011. Since joining BP in 1989,
number of BP’s businesses. As BP’s chief scientist Helmut has held a number of leadership roles. He
she is accountable for developing strategic insights has worked for BP in the US, UK and continental
from advances in science and managing technology Europe and within most parts of refining, marketing,
capability in BP. trading and gas and power.
She joined BP in 1982 as a geologist in exploration and Before taking on his current role, his portfolio of
has held various leadership roles across the business. responsibilities as vice president, HR, included
She was recognized for her services to the oil industry leading the people agenda for roughly 60,000 people
and women in science, technology, engineering and across the globe.
mathematics in 2017 and awarded a DBE.
The leadership team
from 1 July 2020
Murray Auchincloss Giulia Chierchia Emma Delaney Kerry Dryburgh

Executive vice president, Executive vice president, Executive vice president, Executive vice president,
finance strategy and sustainability customers and products people and culture
From 2015 until being announced to Giulia joins BP from McKinsey, where Emma has spent 25 years working in Kerry was previously head of HR for
his new position, Murray was chief she was a senior partner. She led the BP, both in the Upstream and the the Upstream and has held a series of
financial officer for BP Upstream. He global downstream oil and gas practice Downstream, most recently as regional senior HR positions. She was a key
has held other senior roles in the and was a key member of the president, West Africa. Prior to this driver behind the Upstream people
segment and spent three years as chemicals and electricity, power and role she held a variety of senior roles: transformation during 2015-2017. Kerry
head of the group chief executive’s natural gas practices. She begins this CFO (chief financial officer) for Asia previously ran HR in BP’s shipping,
office. He spent his early career in role with more than 10 years’ Pacific, head of business development integrated supply and trading (IST)
North America and qualified as a experience in the energy sector, for Upstream gas value chains and and corporate functions teams. She
Chartered Financial Analyst. including helping companies shape commercial director for Iraq. She brings experience from other sectors
their strategies for the energy was the vice president for integrated in Europe and Asia, having worked at
transition. social and economic programmes in both BT and Honeywell before joining
Indonesia. In Downstream she held a BP. She currently sits as a non-
number of roles in marketing and executive director for the United
planning. Kingdom Strategic Command.
Carol Howle William Lin Geoff Morell

Biographies for the
Executive vice president, Executive vice president, Executive vice president,
other members of the
trading and shipping regions, cities and solutions communications and advocacy
leadership team
Before taking on her current role, Carol William served as chief operating Geoff has run group communications
Bernard Looney, chief executive
ran BP shipping and was the chief officer, upstream regions before joining and external affairs (C&EA) since 2017,
officer, page 74.
operating officer for IST oil. She has the leadership team. Previous senior after six years leading BP America’s
more than 20 years’ experience in the roles include vice president – gas communications and government Gordon Birrell, executive
energy industry, many in IST. Previous development and operations for Egypt, relations teams. He was instrumental vice-president, production and
roles, include chief operating officer regional president for Asia Pacific and in rebuilding BP’s reputation in the operations, page 78.
for natural gas liquids, regional leader head of the group chief executive’s years following Deepwater Horizon.
of global oil Europe and finance. Carol office. William managed the Prior to BP, Geoff spent four years at David Eyton, executive vice
also served as the head of the group successful start-up of the Tangguh the Pentagon, serving as the chief president, innovation and
chief executive’s office. LNG facility during his time in spokesperson for the military under engineering, page 78.
Indonesia. He is a non-executive presidents Bush and Obama. He Eric Nitcher, executive vice
director for Pan American previously worked in television, president, legal, page 79.
Energy Group that operates in including as White House
Argentina. correspondent for ABC News. Dev Sanyal, executive vice
president, gas and low carbon
energy, page 79.

Introduction from the chairman
“
Our new purpose is the result of
a period of careful development
and wide debate with the
management team and also
reflects the valuable feedback
we have received from a
number of our stakeholders,
both inside and outside of BP.”
Helge Lund
Chairman
It has been a privilege to lead BP’s board for the past year, New ways of working
especially given the important decisions we have taken The board itself is an important component of BP’s leadership.
together. BP now begins the new decade with a new direction. The most effective boards – and the most effective board
Our new purpose, to reimagine energy for people and our meetings – are inclusive, collaborative, open and transparent.
planet, is supported by a new ambition - for BP to get to net During 2019, I was pleased with the support I received from
zero by 2050 or sooner, and to help the world get to net zero my colleagues on the board as we fostered an atmosphere
too. And we have appointed a new chief executive officer, with the management team in which those standards are
Bernard Looney, who under the board’s oversight, will lead clearly exhibited.
BP in achieving both its purpose and its ambition.
These improvements have gone in-hand with improvements
BP’s board has been deeply involved in each of these to the board’s efficiency and productivity. We have strengthened
changes. It is the board’s responsibility to define and set how we manage the board’s meeting agenda, the materials
the company’s purpose, its values and its strategy, and to developed for the board and the division of labour between the
be assured that these are aligned with BP’s culture. Our committees and the board. I believe that these changes have
strategy and evolving portfolio have been discussed with enabled us to effectively manage both the leadership succession
the management team at every board meeting in 2019. Our and develop our new purpose and ambition.
new purpose is the result of a period of careful development
Evolving board composition
and wide debate with the management team and also reflects
The make-up of the board has also evolved, and I expect that
the valuable feedback we have received from a number of
to continue in future as we seek to ensure we have the right
our stakeholders, both inside and outside of BP.
balance of skills, experience and diversity. In November last
BP’s new leadership year, Nils Andersen was appointed Chairman of Unilever, and
During the year, the board, through its nomination and therefore stepped down from BP’s board on 18 March after a
governance committee, took equal care in its executive period of transition. On behalf of the board, I thank Nils for his
succession planning, including in our appointment of a service to BP. In Nils’ place, Melody Meyer agreed to chair the
successor to Bob Dudley. When we began that planning in safety, environment and security assurance committee (SESAC),
earnest in autumn 2018, we knew that Bob’s many recognizing her strong operational and safety experience.
achievements in the role set a high bar for his eventual Separately, the board has assumed direct oversight of ethics
successor. That was reflected in the time we took to define and compliance matters, previously the responsibility of SESAC.
the qualities we were looking for in the new leadership of BP
One of the chairman’s responsibilities is to ensure cohesion
at a time of considerable change. A year on, we were delighted
of the board over time, especially during times of transition.
to welcome Bernard Looney to the role. He is both capable,
To provide continuity, Sir Ian Davis and Brendan Nelson have
performance oriented and deeply aware of the importance that
kindly agreed to stand for re-election at the 2020 AGM for up to
we attach to working in close dialogue with BPs stakeholders.
a further year. Because they have now each exceeded nine years

in the role, in putting them forward for re-election this year the board Our stakeholders
carefully considered whether, they still demonstrate the necessary This year also marks the first year in which the board is required to
qualities of independence. I am pleased to confirm that the board is report on how it has fulfilled its duties under section 172 of the
satisfied that they do, and I am grateful for the support and wisdom that Companies Act, which requires directors to promote the success of the
Sir Ian and Brendan bring to the board. Our nomination and governance company for the benefit of its members, and in doing so to have regard
committee has, as you would expect, begun a process to identify to our stakeholders, including employees, suppliers and customers, the
successors to these important roles. impact of our operations on communities and the environment, and the
likely consequences of any decision in the long term.
While continuity is important, BP’s new direction gives reason
to examine whether the board’s composition is optimally aligned to Regard for a wider group of stakeholders is not new. Indeed, it has been
BP’s new direction. We’ll always need a core cadre of members with incorporated into the board’s working for some time. But new reporting
global executive experience from similar industries, but different requirements are an opportunity to explain the processes we have
specialist skills may also be valuable. These include skills relevant to followed, and how dialogue with stakeholders has shaped decisions.
BP’s ambition, individuals with strong digital and transformational skills Details can be found on page 66, and information about how the board
and those with broader energy and sustainability experience. has engaged with BP’s workforce is on page 88.
In light of the changes ahead of us, but also as a consequence of natural Closing thanks
succession, I anticipate that we will add new competences and Finally, I want to express my gratitude to Bob Dudley, Bernard Looney,
experiences to the board during 2020. the executive team, our employees and my board colleagues for their
hard work, their commitment, and their contribution to BP’s new direction.
Evolving remuneration structure
The year 2019 also marked a transition for executive remuneration. In I look forward to working with our teams to compete effectively in a
order to develop a new remuneration policy, which will be proposed at changing energy market.
the 2020 AGM, the remuneration committee sought candid feedback
from some of our largest shareholders. Consequently, while we will
retain our current structure, which is simple and well understood, we
will strengthen the elements relating to our energy transition ambition.
More details of our new policy are set out in the Directors’ remuneration
report on page 100. Helge Lund
Chairman

Governance framework
Shareholders
BP board
Audit committee Safety, Geopolitical Remuneration Nomination and Chairman’s

HPGR* monitored environment and committee committee governance committee
• Financial liquidity. security assurance HPGR monitored Responsibilities committee Responsibilities
• Cyber security. committee • Geopolitical. • Recommend Responsibilities • Evaluate
• Compliance HPGR monitored remuneration • Review performance and
with business Responsibilities
• Monitor marine, principles and composition effectiveness
regulations. • Monitor social,
well and pipeline policy. of board. of chief executive
• Trading economic and
incidents. • Maintain dialogue • Review outside officer.
compliance political events
• Oversee effective with shareholders commitments • Review the
and control. around the world.
controls around and workforce of the NEDs. structure and
• Identify major and
releases at on remuneration • Maintain strong effectiveness
Responsibilities correlated
facilities and/or issues. pipeline. of the business
• Reviewing geopolitical risks.
explosion. • Monitor alignment • Review organization.
financial • Consider broader
• Review and advise of remuneration developments in • Review system
disclosures. political policy
on major security and incentives corporate of executive
• Monitoring developments.
incident. for all employees. governance, development
compliance.
Accountability
See page 98. • Report on law and ESG. and succession.
Delegation
• Reviewing audit • Cyber security.

implementation
effectiveness, Responsibilities See page 90. See page 99.
of remuneration
including internal • Review safety and policy.
controls and risk operational risk.
management. • Monitor security See page 101.
• Advice on external developments.
auditor. • Review
See page 91. environmental
matters.
See page 96.
Chief executive officer
Executive committee
Group Group Group Group people Group Resource Technical

operations risk financial risk disclosure committee ethics and commitment advisory
committee committee committee compliance meeting council
committee
Framework changes in 2020

As part of the governance framework review, the board
committees and their responsibilities will be reviewed.
* HPGR – highest priority group risks.

Board activities in 2019
Role of the board Strategy Performance and monitoring

The board is responsible for the overall During 2019 the board considered the BP strategy at The board reviews financial, operational and safety
conduct of the group’s business. Directors every board meeting and held a two-day strategy performance throughout the year, as well as the
have duties under the both UK company law discussion in September. The board also received a latest view on expected full-year delivery against
and BP’s Articles of Association. The primary number of technical briefings to expand the directors’ external scorecard measures. During the year there
tasks of the board in 2019 included: knowledge in particular areas, such as Scope 3 were a number of business and regional reviews,
emissions, the BP Energy Outlook and including North Sea, Russia, the lubricants business
• Active consideration and establishment of environmental, social and corporate governance and BPX Energy.
long-term strategy and approval of the (ESG) matters, to best equip the board to consider
Updates are also given on various components of
annual plan. and debate strategic themes relating to BP’s
value delivery for BP’s business. Regular reports
• Monitoring of BP’s performance against segments, key functions and the impact of the lower
presented to the board include:
carbon transition on the group’s business model.
the strategy and plan including ethics and
This included looking at long-term energy trends and • Chief executive’s report.
compliance. projections for world energy markets. • Group performance report.
• Ensuring that the principal and emerging • Group financial outlook.
risks and uncertainties to BP are identified The board monitored the company’s performance
• Effectiveness of investment review.
and that systems of risk management and against the annual plan for 2019 and approved the
• Quarterly and full-year results.
annual plan for 2020 after taking into account
control are in place. • Shareholder distributions.
management’s revised assumptions and outlook for
• Board and executive management the year. They received regular reports on the In 2019 the board re-assumed primary responsibility
succession. progress and implementation of the strategy from for ethics and compliance (E&C), having previously
the group chief executive (GCE) and chief financial managed oversight jointly through the SESAC and
officer (CFO) by means of a strategic performance the audit committee. The group head of E&C
scorecard, which is discussed at each board attended the board meeting four times in 2019,
meeting. providing an update on E&C matters, and how the
importance of such was embedded within the BP
The board undertook portfolio reviews of various
culture throughout the business. The board was also
parts of the BP group, including upstream,
provided ethics and compliance training. The NEDs
downstream and renewables. It assessed the
“
held private sessions with the head of E&C.
potential impact changes to the portfolio might have
on the financial framework and discussed allocation The board reviews the quarterly and full-year results,
of capital. The board looked at circular and
The board is responsible sustainable solutions and business development
including shareholder and capital distributions. The
2019 annual report was assessed in terms of the
opportunities in a low carbon future, through the lens
for establishing the of what was in the best interest of long-term success
directors’ obligations and reflects the briefings on
updated corporate governance requirements and
company’s purpose, its of the company. best practice.

In a year that saw BP face significant transition, both The board monitors employee opinion via an annual
values and strategy, and internally with the announcement of Bob Dudley’s ‘Pulse’ survey which includes measurement of how
retirement and more widely as the company looks the BP values are incorporated into culture around
satisfying itself that these to play an important role in the world’s energy our global operations.
transition, the board discussed BP’s purpose and
and its culture are aligned.” ambitions and their alignment with strategy and the Feedback from other stakeholders is also considered
by the board as part of its monitoring of performance,
BP culture.
as outlined in the BP Section 172 statement and on
Helge Lund pages 88-89.
Chairman

Risk Succession Looking forward, the board is implementing

changes to its ways of working and redefining
The board, either directly or through its committees, The board, in conjunction with the nomination and its primary responsibilities. As outlined on
regularly reviews the processes whereby principal and governance and chairman’s committees, reviews page 66, from 2020, board agendas will be
emerging risks are identified, evaluated and managed. succession plans for executive and non-executive structured along the following four distinct
directors and senior executives on a regular basis. pillars – strategy, performance, people and
Each of the highest priority group risks were
The board ensures that potential candidates are governance. Within those areas the key areas
reviewed in 2019. The board has a focus on emerging
identified and evaluated against objective criteria and of focus will be:
risks and how these are being managed and
on merit, with due regards to the benefits of diversity
mitigated. The board undertook its annual review of Strategy: the board will consider and help
of thought, gender, social and ethnic backgrounds
cyber security risk in particular in December 2019. establish the strategy of BP alongside the
and cognitive and personal strengths, through a
Each year the board assesses the effectiveness of formal and rigorous procedure. BP operated board new CEO and leadership team to achieve
the group’s system of internal control and risk and senior executive succession planning across the purpose, ambition and aims set out on
management as part of the review and sign off of the three horizons. 12 February 2020, see page 6. In doing so,
BP Annual Report and Form 20-F, to satisfy itself that the board will ensure that every member of
1. Contingency planning is constantly at the forefront the board has a deep understanding of the
the report, taken as a whole, is fair, balanced and
as mitigation against key person risk in cases of board’s role in determining BP’s capital
understandable, and provides the information
sudden and unforeseen departures. allocation process and enabling effective
necessary for shareholders to assess the company’s
position, performance, business model and strategy. 2. Medium-term planning relates to the orderly decision making.
replacement of board and committee members and Performance: the board will continue to
Further information on BP’s system of risk
senior executives as they retire or change roles. perform an important monitoring role, making
management is outlined in How we manage risk on
page 68. Information about BP’s system of internal 3. Finally, long-term planning seeks to equip BP with sure the CEO and the leadership team are held
control is on page 128. the skills required now and in the future as we to account against the 2020 Annual Plan to
implement the long-term strategy. satisfy itself that BP is performing while
transforming.
The board employs executive search firms when it
concludes that this is an effective way of finding People: the board will focus on reviewing
suitable candidates. Bernard Looney’s appointment the composition, skills, experience and
as chief executive officer (CEO) resulted from a diversity of the board and executive
review of both internal and external candidates. The management, as well as the process for
nomination and governance committee engaged with executive succession planning talent
external headhunters to source external candidates management and development. It will ensure
for this purpose of the CEO succession and in that workforce policies and practices are
support of the overall process. consistent with the company’s values and the
manner in which BP invests and rewards its
• Pamela Daley was appointed to the remuneration workforce is designed and implemented in a
committee on 30 January 2019. way that supports the company’s long-term
• Nils Andersen was appointed to the nomination sustainable success.
and governance and remuneration committees
upon becoming the chair of the safety, Governance: as outlined on page 83,the
environment and security assurance committee on board is developing a new corporate
8 April 2019. Subsequently Nils stepped down as governance framework. This framework will
chair of the safety, environment and security reinforce the effectiveness of the internal
assurance committee on 13 November 2019 control framework and be more closely aligned
following the announcement of his appointment as with BP’s new purpose and ambition.
chairman of Unilever. He was succeeded by
Melody Meyer as chair of the SESAC on the same
day. He resigned from the board and all other
committees on 18 March 2020.
• Alan Boeckmann and Admiral Frank Bowman
stood down as directors and from all committees
following the AGM on 21 May 2019.
• Bob Dudley retired as group chief executive and a
director on 4 February 2020. Bernard Looney
succeeded him as chief executive officer on 5
February 2020.
• Brian Gilvary announced his retirement in January
2020. He will be succeeded by Murray
Auchincloss on 1 July 2020.

Board and committee attendance
Nomination and
Audit Remuneration Geopolitical governance Chairman’s
Non-executive director Board committee SESAC committee committee committee committee
Helge Lund 9 (9) 6 (6) 7 (7)
Nils Andersen* 8 (9) 6 (6) 4 (6) 3 (4) 6 (7)
Alan Boeckmann 3 (3) 2 (2) 3 (3) 2 (2) 2 (2)
Admiral Frank Bowman 3 (3) 2 (2) 2 (2) 2 (2)
Dame Alison Carnwath 9 (9) 8 (8) 7 (7)
Pamela Daley 9 (9) 7 (8) 8 (8) 6 (7)
Sir Ian Davis 9 (9) 8 (9) 4 (4) 6 (6) 7 (7)
Professor Dame Ann Dowling 9 (9) 6 (6) 6 (7)
Melody Meyer 9 (9) 6 (6) 4 (4) 7 (7)
Brendan Nelson 9 (9) 8 (8) 9 (9) 6 (6) 7 (7)
Paula Rosput Reynolds 9 (9) 8 (8) 9 (9) 6 (6) 7 (7)
Sir John Sawers 9 (9) 6 (6) 4 (4) 6 (6) 7 (7)
Executive directors
Bob Dudley* 9 (9)
Brian Gilvary 9 (9)
Chairman of board/committee
* Bob Dudley stepped down from the board 4 February; Nils Andersen stepped down from the board 18 March 2020
Background
Non-executive director Background and experience
Operational Global business People leadership
excellence and risk leadership and and organizational Technology, digital Society, politics Finance, risk,
Energy markets management governance transformation and innovation and geopolitics trading, etc
Dame Alison Carnwath

Pamela Daley
Sir Ian Davis
Professor Dame Ann Dowling
Helge Lund
Melody Meyer
Brendan Nelson
Paula Rosput Reynolds
Sir John Sawers
Diversity At the end of 2019 the board comprised five female directors (2018 5, 2017 3)
representing 42% of a 12-person board (46% of an 11 person board at the time
BP believes diversity and inclusion is vital to our values, the group strategy and
of publication). Our senior management, as defined by the Corporate Governance
the success of the company. We understand that better decisions and outcomes
Code 2018, and their direct reports comprise 38% female and 18% black, Asian
are achieved when we have different people, with differences of opinions from
and minority ethnic (BAME) individuals. For details of BP workforce diversity and
different backgrounds.
inclusion, see Our people on page 47. The board looked at diversity across the
We recognize the importance of diversity, whether that be gender, social or group as part of its annual review of HR, capability and talent management.
ethnic backgrounds, personal identities, age, religion, physical abilities and more. BP continues to take action to address the broader issue of diversity within
These all promote diversity of thought and reduce the risk of groupthink. This the group.
approach is followed by the board, senior executives and their direct reports and
throughout the BP group. Independence
We are committed to attracting the best talent to BP and feel an inclusive and Non-executive directors (NEDs) are expected to be independent in character and
respectful work environment, where people are valued as individuals, is key. judgement and free from any business or other relationship that could materially
When reviewing the composition of the board, the nomination and governance interfere with exercising that judgement. It is the board’s view that all BP NEDs
committee reviews not only the skills and experience of existing board members, are independent.
but also their background and diversity. Equally, when seeking to identify
candidates to join the board, the committee gives consideration to merits of The board is satisfied that there is no compromise to the independence of, and
diversity, including gender, in helping to bring greater balance to the board’s nothing to give rise to conflicts of interest for, those directors who serve together
discussion and debates on strategy and associated matters. as directors on other company’s boards or who hold other external appointments.
Directors are required to provide the board with sufficient information to evaluate
Diversity is considered as an integral part of succession planning. Executive gender their independence and the board keeps the other interests of the NEDs under
and ethnicity were taken into consideration as part of the board’s wider executive review and regularly reviews the conflicts of interest register.
succession review in 2019, while diversity of thought, deriving from a robust
combination of gender, social or ethnic backgrounds, was a prominent factor in the Sir Ian Davis and Brendan Nelson are proposed for re-election notwithstanding
selection process, ensuring that BP has a diverse executive pipeline. that they have both served beyond nine years as non-executive directors.

Following careful consideration, the board believes that both Sir Ian and Brendan Learning, development and inductions
continue to provide constructive challenge and robust scrutiny of matters that
The board held a number of developmental briefing sessions during the year, in which
come before the board and the committees on which they serve. Neither director
field experts with a range of academic and practical knowledge were invited to provide
has served simultaneously with an executive director for over nine years and the
bespoke training sessions, updating them on latest intelligence in their particular area.
overall average tenure of the board is similar to that of the average FTSE 100
This develops and optimizes the skill set within the board on evolving technical topics
directors’ tenure. In 2018 the board undertook significant refreshment of its
and aids conversation around strategic planning.
composition with a number of new non-executives and a new chairman. Since
assuming the chairmanship of the board at the beginning of the year, Helge Lund The board continued to build its knowledge of the BP business through briefings
has led the process to identify and, in October 2019, to announce the and site visits as part of its learning programme, see examples on page 89.
appointment of a new group CEO. This was supplemented by a process to
identify and, in January 2020, announce the appointment of a new group CFO. No new directors were appointed during 2019. In October 2019, BP announced that
Sir Ian and Brendan will play crucial roles in the transition period as these new Bob Dudley would be retiring in 2020, succeeded by Bernard Looney. Bernard’s
appointments come into effect, so that BP’s culture and values are not adversely functional and operational knowledge of BP meant that an in-depth induction
impacted and that the integrity of its financial reporting is maintained. After programme was not necessary. Nonetheless, Bernard attended a number of town
careful consideration, the board is satisfied that Sir Ian and Brendan continue halls with Helge Lund in 2019 to engage with BP people.
to demonstrate the qualities of independence in carrying out their duties.
Board evaluation
Appointment and time commitment Each year, BP completes a review of the board, its committees and of the
The chairman and NEDs each have letters of appointment. There is no term limit individual directors. It is generally recommended that such reviews are externally
on a director’s service, as BP proposes all directors for annual re-election by led once every three years. Having undertaken an externally facilitated review in
shareholders in line with best governance practice. 2018, the 2019 evaluation was facilitated by the incoming company secretary.
The process involved interviews with each member of the board based around a
The chairman’s letter of appointment sets out the time commitment expected of number of themes, including strategy formulation and portfolio development, the
him. The NEDs’ letters of appointment do not set out a fixed time commitment. role of the new chairman and boardroom dynamics, the evolution of BP’s purpose
The time required of directors fluctuates depending on the demands of BP and wider stakeholder engagement and the processes in place for managing
business and other events. They are expected to allocate appropriate time to BP succession across the organization. Positive feedback was received on the new
to perform their duties effectively and make themselves available for all regular chairman’s style and the benefits his inclusive leadership approach had brought to
and ad hoc meetings. The board believes that, notwithstanding the NEDs’ other the board during the year. The outputs of this review highlighted three areas of
appointments, they have sufficient time to fulfil their BP duties. future focus and attention:
Executive directors are normally permitted to take up one board appointment at • Reviewing the composition, skills, experience and diversity of the board and
an external listed company, subject to the agreement of the chairman and after the process for executive succession planning talent management and
consultation with the company secretary. In February 2020, Brian Gilvary was development.
appointed as a non-executive director of Barclays PLC. An announcement in • Ensuring every member of the board has a deep understanding of the board’s
respect of Brian’s plans to retire as CFO of BP was made in January 2020. He will role in determining BP’s capital allocation process and enabling effective
stay in the role until June 2020 to work with his successor, Murray Auchincloss, decision making.
in order to ensure an orderly transition. Given these circumstances and after • Re-shaping the BP corporate governance framework and how this it should
consideration by the chairman and company secretary, it was concluded that reinforce the effectiveness of the internal control framework and be more
Brian’s role at Barclays PLC was unlikely to be detrimental to his duties as closely aligned with BP’s new purpose and ambition.
outgoing CFO. Fees received for an external appointment may be retained by the
executive director and are reported in the Directors’ remuneration report (see A new corporate governance framework is in development, supported by the
page 100). Neither the chairman nor the senior independent director are outputs from this year’s board review process, with the aim of ensuring that this
employed as an executive of the group. new framework is in place by the time that the new organizational structure and
reporting arrangements take effect.
The board also considers all NED external appointments and considers the impact
those requiring significant commitment might have on the director’s ability to UK Corporate Governance Code compliance
dedicate sufficient capacity in times of increased demand. In November 2019,
the board acknowledged the appointment of Nils Andersen as Chairman of BP complied throughout 2019 with the principles and provisions of the 2018 UK
Unilever NV/PLC and accepted his resignation from the BP board. Nils remained Corporate Governance Code except in the following aspects:
as a non-executive director until March 2020 to support Melody Meyer who took
Provision 33
over as chair of the SESAC in November 2019.
The remuneration of the chairman is not set by the remuneration committee.
Instead, the chairman’s remuneration is reviewed by the remuneration committee
which makes a recommendation to the board as a whole for final approval, within
the limits set by shareholders. This wider process enables all board members to
discuss and approve the chairman’s remuneration, rather than solely the
members of the remuneration committee.
Provision 38
The pension arrangements for Bob Dudley and Brian Gilvary reflect the historical
retirement benefits available to employees that joined BP at similar times. We
recognize that the contribution rates under these arrangements are higher than
the majority of the current workforce and as such the pension contributions for
the new executive directors, Bernard Looney and Murray Auchincloss, have been
aligned with those available to the majority of the workforce.
A copy of the 2018 UK Corporate Governance Code is available at frc.org.uk.

How the board has engaged with shareholders,
Shareholders In 2019 the AGM was held in Aberdeen for the first time, which enabled
the board to engage with shareholders who might not have had the
Institutional investors
opportunity to attend a meeting before. There were two shareholder
The company engages with its institutional shareholders through its
requisitioned resolutions put to the meeting in 2019.
active investor relations programme. The board receives feedback on
shareholder views in many ways, particularly through the chairman and All resolutions supported by the board, including the shareholder
senior management who meet regularly with shareholders throughout resolution from the Climate Action 100+ group, passed at the meeting,
the year, as well as through the results of an independent investor study see page 6. The shareholder resolution from Follow This, which was not
and report. supported by the board, did not pass.
In September 2019 the chair of the remuneration committee hosted an Each year the board receives a report after the AGM giving a breakdown
event for large investors on considerations for the new remuneration of the votes and investor feedback on its voting decisions to inform it on
policy which is to be tabled at the 2020 AGM in May (see Remuneration any issues arising.
committee report on page 101). The chairman also held one-to-one
meetings with major institutional investors during the year, collecting Workforce
their views and sharing these with the other board members and the
At BP we believe a diverse and engaged workforce is critical to us
remuneration committee.
successfully delivering our group strategy. BP strives to create an open
During the course of the year, senior management met regularly with culture where dialogue between the board, senior management and
institutional investors through road shows, group and one-to-one the workforce, which includes a wide range of employees, contractors,
meetings, events for socially responsible investors (SRIs), meetings agency and remote workers across all of its geographical locations, is
with various investors to discuss environment, social and governance encouraged and expected. ‘Respect’ and ‘courage’ are two of our
matters, and oil and gas sector conferences. corporate values that underpin this and are embedded in our
performance management system. Employees are informed of
In May 2019, the chairman and board committee chairs held their
information on matters of concern to them as employees through BP’s
annual investor event. This meeting enabled BP’s largest shareholders
intranet and local sites, social media channels, town halls, site visits
to hear about the work of the board and its committees and for
and webinars including topics such as quarterly results, strategy, the
investors to share their views directly with non-executive directors.
low carbon transition and diversity. We have a number of employee-led
See bp.com/investors for investor and strategy presentations, including the forums and business resource groups and aim to build constructive
group’s financial results and information on the work of the board and its relationships with labour unions formally representing some employees.
committees. Employees are consulted on a regular basis through regular team and
Shareholder engagement cycle 2019 one-to-one meetings and through our annual ‘Pulse’ survey. These
initiatives are applied where practicable.
Q1 • Fourth quarter and full year 2018 results and strategy update
• Investor roadshows with executive management – fourth
Our annual employee ‘Pulse’ survey results for overall engagement,
long-term cultural metrics and listening and involvement have shown
quarter and full year 2018 results
a steady and sustained improvement over this period, see page 47.
• BP Energy Outlook presentation
• BP Annual Report 2018 launch With such a diverse and globally distributed workforce, we believe
• BP Sustainability Report 2018 launch ongoing dialogue through multiple channels is the best way for the
Q2 • Chairman and board committee chairs meeting with investors
• UKSA (retail shareholders’) meeting with the chairman
board and management to engage with our people and listen to what
they have to say. The board is firmly of the opinion that face-to-face
• First quarter 2019 results presentation interaction with our people is the best way to get direct feedback and
• Annual general meeting an understanding of the important issues of the workforce, as well as
• BP Statistical Review of World Energy launch deepen the board’s operational understanding. Only by visiting and
meeting with employees from all aspects of the business can the board
Q3 • Second quarter 2019 results presentation
• Investor roadshows with executive management following fully assess the culture and tone of BP. The board held a number of site
2Q results visits in 2019 to a number of different locations, including Busan, Kuala
Lumpur, Singapore, Aberdeen and Denver. A number of non-executive
Q4 • Third quarter 2019 results presentation
• Investor roadshows with executive management following directors also took opportunities to engage directly with local workforce
3Q results at various BP offices around the globe. As part of Helge Lund’s first
year as chairman, he conducted town hall meetings with the workforce
in Washington DC, Baku, Rotterdam, Beijing, Houston and London.
Retail investors
BP held an event for retail investors in conjunction with the UK The board and its committees are committed to meeting with a
Shareholders’ Association (UKSA) in 2019. The chairman and a wide range of employees across the entire workforce and at times
representative from investor relations gave presentations on BP’s exclude senior management from meetings to get the unfettered
annual results, strategy and the work of the board. Shareholders’ opinions of their teams. An example of this was the SESAC’s visit
questions were focused on BP’s activities and performance. to a new LNG vessel off the coast of South Korea immediately prior
to its maiden voyage. This was the first shipping visit of its kind,
AGM
during which members of the SESAC held private informal meetings
Voting levels were relatively consistent at 67.1% (of issued share capital,
with the ship’s crew, away from senior officers. The crew highlighted
including votes cast as withheld) in 2019, compared to 67.3% in 2018.
a couple of potential improvements, the SESAC members agreed
The lower voting level of 50.8% in 2017 was due to the negative impact
and, as a consequence, certain improvements were undertaken by
of stock lending.
shipping leadership.

As an example of how engagement has directly contributed to shaping scheme to more employees across the group. The board will dedicate
policy, in 2019 we launched a new global commitment to minimum time to specifically review the outputs from the various channels of
parental leave for new parents. This policy was established through workforce engagement at board sessions.
engagement with our employee-led business resource groups and
The board believes the existing approaches and mechanisms described
employee forums, including the working parents’ forum.
above enable comprehensive two-way engagement opportunities
BP invests in its workforce through a number of employee share with BP’s workforce, and as such, is satisfied that these are effective
ownership schemes and plans. For example, we operate ‘ShareMatch’ alternatives to the proposed workforce engagement methods set out
in more than 50 countries. The plan matches BP shares purchased by in Provision 5 of the Code. Given the current period of transition within
our employees. We also operate a group-wide discretionary share plan, BP, the board will continue to review its engagement mechanisms to
which rewards employees with participation in BP’s equity at different seek new ways to strengthen existing workforce forums to ensure a
levels globally and is linked to BP performance. continuing robust relationship and collaboration.
As we look to achieve our purpose, ambition and aims – engagement
with our global talent pool is as critical as ever. BP wants to recruit,
Other stakeholders
retain and reward people from wide-ranging and diverse backgrounds For details of how the board complied with Section 172 of the
who can support us in the global transition to a low carbon energy Companies Act 2006 and how it further engaged with other
system. We will continue to expand our existing networks of stakeholders, see page 66.
communication to foster a listening culture that enables the board and
management to gain meaningful insight directly from our colleagues
around the world, and respond accordingly. For instance, following
feedback from BP’s working parents’ forum, agile working and parental
leave policies have been improved, and in response to growing demand
from our workforce, BP introduced a way for some employees to offset
300
employees attended
their personal carbon emissions and is working towards expanding this the town hall presented
by Helge Lund and
Bob Dudley.
Site visits
Denver
The board visited BP’s Denver office in
September 2019 where they hosted Aberdeen
several employee events. A town hall Following the AGM in Aberdeen, the Members of the board had further
took place, led by Helge Lund, with the board held a number of engagement engagement with the workforce at the
rest of the board present to talk with activities. Helge Lund and Bob Dyce office, observing new agile ways
the workforce and answer questions Dudley led a town hall which was of working and gaining technological
over a community lunch with over 150 attended by over 300 employees at insight into new initiatives. Members
employees in attendance. The board was BP’s Dyce office and streamed live to of the board also visited the Clair
also introduced to emerging talent in the the offshore teams in the North Sea. Ridge platform, where they learnt
region and met with senior leadership. The board hosted a business more about operations offshore.
As part of the suite of events the board reception, inviting members of the They discussed the safety agenda
also met with external stakeholders local community, local political and onsite, visited the drilling floor and
at a business reception in the city. government officials, employees and spoke with employees directly to
local businesses. better understand the culture when
150
working offshore.
employees attended a community

lunch with the board. South Korea
The SESAC visited BP’s shipping
function and spent a day at sea in
Kuala Lumpur and Singapore South Korea on board a new LNG
Members of the audit committee vessel. They experienced the vessel
visited the global business services in a period of ‘shakedown’ ahead of
in Kuala Lumpur. Touring BP’s going into service. The committee
offices gave valuable insight into observed safety processes in action
the workforce which has been and were able to discuss physical
responsible for centralizing and and cyber security planning.
standardizing key business processes Members of the SESAC met with
across the organization and sea farers without management
transforming processes end-to-end. present to discuss life working on
The directors then visited the IST
team in Singapore where they met
with senior leadership and the wider
“
The committee members
board the vessels.
workforce at BP’s offices. noted strong morale.”

Nomination and governance committee
Role of the committee
The committee seeks to ensure an orderly succession
of candidates for directors, the company secretary and
senior executives and oversees corporate governance
matters for the group.
Key responsibilities
• Identify, evaluate and recommend candidates for
appointment or reappointment as directors.
• Review the outside directorships/commitments of
the Non-Executive Directors (NEDs).
• Review the mix of knowledge, skills, experience and
diversity of the board for the orderly succession of
directors.
• Identify, evaluate and recommend candidates for
appointment as company secretary.
“
• Review developments in law, regulation and best
practice relating to corporate governance and make
The committee dedicated a significant recommendations to the board on appropriate
action, including on Environmental, Social and
amount of time to its role in 2019 and this Governance matters.
will continue as BP implements its new
Membership
purpose, ambition and aims.”
Helge Lund Member since July 2018 and
chairman since September 2018
Helge Lund
Alan Boeckmann Member
Committee chair
(resigned April 2019)
Sir Ian Davis Member
Nils Andersen Member
(resigned March 2020)
Chairman’s introduction Brendan Nelson Member
Paula Reynolds Member
The committee dedicated a significant amount of time to its role in 2019, a
Sir John Sawers Member
year which was vitally important for BP and the future direction of the
company. This will continue as BP implements its new purpose, ambition Meetings and attendance
and aims. The committee met six times in 2019. All members
attended each meeting with the exception of Nils
During the year the committee led the search for a new CEO to succeed Andersen who missed two meetings owing to prior
Bob Dudley. This involved agreeing the leadership credentials and desired commitments.
experiences for the executive role. External headhunters were engaged to
support the process and to identify candidates with the required skills, Activities during the year
2019 saw the workload and required time commitment
experience and diversity credentials. After a thorough and transparent
of committee members increase significantly as the
process, Bernard Looney was identified as the best suited candidate and committee continued to monitor the composition and
his appointment was announced in October 2019. skills of the board, with foresight across the three
The committee’s focus on executive succession planning continued, and succession planning horizons, as part of the process
of developing a reinvented BP.
BP announced Murray Auchincloss as Brian Gilvary’s successor as CFO in
January 2020. During the year, it supported the board in the
selection of the new CEO, which was announced
Finally, a review was undertaken by the committee of the new leadership in October 2019, and the new CFO, which was
team which was announced in February 2020. announced in January 2020. Regular updates were
provided to the chairman’s committee to ensure that
As part of the selection and appointment process for each of these roles,
all NEDs were kept informed of the pending changes
candidates completed extensive leadership assessment testing and were to BP’s executive leadership. The committee also
asked to give insight to their aims for BP’s future. reviewed the wider executive team’s succession
During the year the committee also undertook a review of the executive planning, considered the implications of the new UK
Corporate Governance Code 2018 and made
succession pipeline, considering the process, emerging talent and
recommendations to the board following the
leadership role key-person-risks. As part of this review, the committee results of the external board evaluation in 2018.
took into account the importance of diverse talent pipelines and the current We will continue to focus on ensuring that the
and future skill sets required to help the company achieve its strategy board’s composition is strong and diverse and to
promote best practice governance in the boardroom
The committee discussed the implications of the UK Corporate Governance
and throughout the company.
Code 2018 and how to maintain the highest standards of governance.
Lastly, the committee considered the findings of the 2018 board evaluation
and made proposals to the board on new ways of working. Together with the
results from the 2019 board review, these changes are being incorporated
into a new corporate governance framework.
Helge Lund
Committee chair

Audit committee
The committee monitors the effectiveness of the
group’s financial reporting, systems of internal control
and risk management and the integrity of the group’s
external and internal audit processes.
• Monitoring and obtaining assurance that the process
to identify, manage and mitigate principal and
emerging financial risks are appropriately addressed
by the chief executive officer and that the system of
internal control is designed and implemented
effectively in support of the limits imposed by the
board (‘executive limitations’), as set out in the BP
board governance principles.
• Reviewing financial statements and other financial
“
disclosures and monitoring compliance with relevant
legal and listing requirements.
The committee robustly challenges • Reviewing the effectiveness of the group audit
function, BP’s internal financial controls and
reports...enabling it to determine systems of internal control and risk management.
whether BP’s financial reporting is • Overseeing the appointment, remuneration,
fair, balanced and understandable.” independence and performance of the external
auditor and the integrity of the audit process as a
whole, including the engagement of the external
Brendan Nelson
auditor to supply non-audit services to BP.
Committee chair
• Reviewing the systems in place to enable those
who work for BP to raise concerns about possible
improprieties in financial reporting or other issues
and for those matters to be investigated.
Chairman’s introduction Membership
During 2019, in keeping with the new UK Corporate Governance Code Brendan Nelson Member since November 2010
2018, the committee continued its focus on monitoring the integrity of and chair since April 2011
the group’s financial reporting and risk management systems. Each Dame Alison Member
quarter the committee robustly challenges the reports from management Carnwath
and the external auditor highlighting significant accounting issues and Pamela Daley Member
judgements, enabling it to determine whether BP’s financial reporting is Paula Reynolds Member
‘fair, balanced and understandable’. Throughout the year, the committee Brendan Nelson is chair of the audit committee. He
reviewed the group’s principal and emerging risks, including scenarios was formerly vice chairman of KPMG and president of
which could impact the company’s long-term viability which also helped the Institute of Chartered Accountants of Scotland.
to inform the committee’s debates on what would constitute significant Currently he is chairman of the group audit committee
failings and weaknesses in our system of internal control. of NatWest Markets plc and a member of the Financial
Reporting Review Panel. The board is satisfied that he
In 2019 the committee focused on the effectiveness of a number of is the audit committee member with recent and
group functions including integrated supply and trading, treasury, tax, relevant financial experience as outlined in the UK
information technology and security. We also received presentations Corporate Governance Code and competence in
regarding, and reviewed performance of, both the Upstream and accounting and auditing as required by the FCA’s
Downstream segments and regularly considered climate change risk Corporate Governance Rules in DTR7. It considers that
affecting the whole business. These reviews helped inform the the committee as a whole has an appropriate and
committee of the work and future plans of those functions and experienced blend of commercial, financial and audit
expertise to assess the issues it is required to address,
businesses and enabled the committee to understand the key risks and
as well as competence in the oil and gas sector. The
challenges (and associated mitigations and lessons learned) faced by board also determined that the audit committee meets
each of them. In addition, the committee carried out reviews into the the independence criteria provisions of Rule 10A-3 of
group risks of financial liquidity, cyber security and compliance with the US Securities Exchange Act of 1934 and that
business regulations. Brendan may be regarded as an audit committee
financial expert as defined in Item 16A of Form 20-F.
There were no changes to the committee membership during the year
and the skills and experience of our committee members remain strong, Meetings and attendance
enabling the committee to continue to perform effectively. There were eight committee meetings in 2019. All
members attended each meeting with the exception of
Brendan Nelson Pamela Daley who was absent from the September
Committee chair meeting owing to prior commitments. Regular attendees
at the meetings include the chief financial officer, group
controller, chief accounting officer, group head of audit,
group general counsel and external auditor.

Activities during the year The committee reviewed the group’s programme of controls and
contingencies for managing this risk, including enhanced approaches to
monitor the risk in light of business evolution (such as an increase in
How the committee reviewed financial disclosure venturing), as well as other internal and external trends. The committee also
The committee reviewed the quarterly, half-year and annual financial reviewed key areas of BP’s legal function that advise on compliance matters.
statements with management, focusing on the: Cyber security risk: including inappropriate access to or misuse of
• Integrity of the group’s financial reporting process. information and systems and disruption of business activity.
• Clarity of disclosure. The committee reviewed ongoing developments in the cyber security
• Compliance with relevant legal and financial reporting standards. landscape, including events in the oil and gas industry and within BP
• Application of accounting policies and judgements. itself. The review focused on a strengthened approach in order to
As part of its review, the committee received quarterly updates from manage the ever increasing threat of cyber risk and maintain cyber
management and the external auditor in relation to accounting judgements security, as the focus on a digital transformation across BP continues.
and estimates including those relating to the Gulf of Mexico oil spill, Financial liquidity: including the risk associated with external market
recoverability of asset carrying values and other matters. The committee conditions, supply and demand and prices achieved for BP’s products
keeps under review the frequency of results reporting during the year. which could impact financial performance.
The committee reviewed the assessment and reporting of longer-term The committee reviewed the key assumptions, and underlying
viability, systems of risk management and internal control, including the judgements, used to manage the group’s liquidity, and capital
reporting and categorization of risk across the group and the examination investments (including appraisal, effectiveness and efficiency).
of what might constitute a significant failing or weakness in the system of
internal control. It also examined the group’s modelling for stress testing
different financial and operational events, and considered whether the How other reviews were undertaken
period covered by the company’s viability statement was appropriate.
Other reviews undertaken in 2019 by the committee included the
The committee considered the BP Annual Report and Form 20-F 2018 and following, and in each case where the committee received segment and
assessed whether the report was fair, balanced and understandable and function reviews, each reported on strategy, performance, capability and
provided the information necessary for shareholders to assess the group’s risk management as well as on their first, second and third lines of
position and performance, business model and strategy. In making this defence policies as appropriate:
assessment, the committee examined disclosures during the year,
• Non-operated joint venture: including management of exposure to
discussed the requirement with senior management, confirmed that
financial, reputational and regulatory risks.
representations to the external auditors had been evidenced and reviewed
• Upstream: including strategy, business model, financial performance
reports relating to internal control over financial reporting. The committee
and risk management.
made a recommendation to the board, which in turn reviewed the report as
• Downstream: including strategy, performance, capability and risk
a whole, confirmed the assessment and approved the report’s publication.
management.
Other disclosures reviewed included: • Tax: including strategy, performance, key drivers of the group’s
effective tax rate, the global indirect tax environment, the tax
• Oil and gas reserves.
modernization programme and the evolving approach to management
• Pensions and post-retirement benefits assumptions.
of key risks.
• Risk factors.
• Other businesses and corporate: including overview of the
• Legal liabilities.
businesses and functional activities, financial performance and
• Tax strategy.
financial control framework.
• Going concern.
• Treasury: including performance, capability, and risk management.
• IFRS 16 (lease accounting).
• Integrated supply and trading: including strategy, performance,
capability and risk management.
• Capability and succession in BP’s finance function, including the
How risks were reviewed group’s finance summary of change programme.
• Effectiveness of investment: annual review of performance of
The principal risks allocated to the audit committee for monitoring in projects with sanctioned capital over a certain threshold.
2019 included those associated with: • Assessment of financial metrics for executive remuneration:
Trading activities: including risks arising from shortcomings or failures consideration of financial performance for the group’s 2019 annual
in systems, risk management methodology, internal control processes cash bonus scorecard and performance share plan, including
or employees. adjustments to plan conditions and non-operating items.
• Internal controls: assessments of management’s plans to remediate
In reviewing this risk, the committee focused on external market the external auditor’s findings.
developments and how BP’s trading function had responded to a rapidly • Information technology and security: including an update on the
changing environment, including modernizing its control environment transformation of the function to enable the digitization and
policies to strengthen its compliance and control culture. The committee modernization of the firm at pace.
further considered updates in the integrated supply and trading
function’s risk management programme, including compliance with
regulatory developments, activities in response to cyber threats, and How internal control and risk management
efficiencies derived from more collaborative ways of working across was assessed
group functions and businesses and the use of digital technologies.
Group audit
Compliance with business and regulations: including ethical
The committee received quarterly reports on the findings of group audit in
misconduct or breaches of applicable laws or regulations that could
2019, including their assessment of issues raised in previous years,
damage BP’s reputation, adversely affect operational results and/or
especially those relating to IT access controls. The committee met
shareholder value and potentially affect BP’s licence to operate.

privately with the group head of audit and key members of his leadership How the committee assessed audit effectiveness
team. The committee monitored and reviewed the effectiveness of Management undertook a survey which comprised questions across
internal audit and considered whether it had the appropriate level of five main criteria to measure the auditor’s performance:
independence and its importance in assessing the company culture.
• Robustness of the audit process.
Training • Independence and objectivity.
The committee considered market updates and developments throughout • Quality of delivery.
the year including the CMA statutory audit market study, the Brydon • Quality of people and service.
Review and the Kingman Review. It received technical updates from the • Value added advice.
chief accounting officer on developments in financial reporting and
The results of the survey indicated that the external auditor’s performance
accounting policy, in particular an update on IFRS 16 ‘Leases’ and the
was broadly comparable with the previous year. Areas with high scores and
stakeholder engagement disclosures required under The Companies
favourable comments included quality of accounting and auditing judgement
(Miscellaneous Reporting) Regulations 2018 for the 2019 accounting year,
and robust stance on issues. Areas for improvement were identified but
and amendments to IFRS 9 ‘Financial Instruments’ for interest rate
none impacted on the effectiveness of the audit, mostly in recognition of it
benchmark reform from the start of 2020.
having been Deloitte’s first year in role. The results of the survey were
GBS and integrated supply and trading visit discussed with Deloitte for consideration in their 2019 audit approach.
In March the committee visited BP’s global business services (GBS)
The committee held private meetings with the external auditor during
centre in Kuala Lumpur. During the visit they met with the head of country
the year and the committee chair met separately with the external
and his leadership team who presented GBS strategy to 2025 enabling
auditor and group head of audit at least quarterly.
modernization of BP through accelerated standardization, digital solutions
and process transformation – underpinned by a global functional operating The effectiveness of the external auditor is evaluated by the audit
model. They also met with the Procurement and HR services teams committee. The committee assessed the auditor’s approach to providing
including an interactive session with local business resource colleagues. audit services. On the basis of such assessment, the committee
concluded that the audit team was providing the required quality in
In March the committee also visited BP’s integrated supply and trading
relation to the provision of the services. The audit team had shown the
(IST) function in Singapore, meeting with senior leaders to discuss the
necessary commitment and ability to provide the services together with
role of this function in BP, review of the risks and controls processes
a demonstrable depth of knowledge, robustness, independence and
and a floor walk through key functions and the trading desks. See page
objectivity as well as an appreciation of complex issues. The team had
89 for more information on these visits by the committee.
posed constructive challenge to management where appropriate.
In October, the committee held its meeting at BP’s IST function in London
The committee specifically considered the findings of the FRC’s Audit
and conducted its annual tour, which covered global oil strategy, integrated
Quality Review team’s review of Deloitte’s 2018 audit. The committee
gas and power, associated key risks and risk and compliance management
noted the single observation raised and Deloitte’s proposed response
and how the function was responding to a fast evolving market by using
thereto. Overall the committee noted the review did not raise any
digital tools to drive efficiencies. The following trading desks were visited
concerns in respect of audit quality.
by the committee: treasury trading, global environmental products and
integrated gas and power. How the auditor reappointment and independence was assessed
The committee considers the reappointment of the external auditor each
External audit
year before making a recommendation to the board. The committee
How the committee assessed audit risk
assesses the independence of the external auditor on an ongoing basis and
The external auditor set out its audit strategy for 2019, identifying significant
the external auditor is required to rotate the lead audit partner every five
audit risks to be addressed during the course of the audit. These included:
years and other senior audit staff every five to seven years. No partners or
• Focus on the consistency of management’s judgements and senior staff associated with the BP audit may transfer to the group.
estimates within BP’s strategy in the context of climate change.
How the committee had oversight of non-audit services
• Responding to the risk of material misstatements in the group, by
The audit committee is responsible for BP’s policy on non-audit services
way of substantive testing and the use of detailed data analytics.
and the approval of non-audit services. Audit objectivity and independence
• The risk of impairment of upstream oil and gas property, plant and
is safeguarded through the prohibition of non-audit tax services and the
equipment, and exploration and appraisal assets.
limitation of audit-related work which falls within defined categories. BP’s
• Accounting for structured commodity transactions in the integrated
policy on non-audit services states that the auditor may not perform
supply and trading function.
non-audit services that are prohibited by the SEC, Public Company
• Valuation of level 3 financial instruments held by the integrated supply
Accounting Oversight Board (PCAOB), International Auditing and Assurance
and trading function.
Standards Board (IAASB) and the UK Financial Reporting Council (FRC).
• Management override of controls.
The audit committee approves the terms of all audit services as well as
The committee received updates during the year on the audit process,
permitted audit-related and non-audit services in advance. The external
including how the auditor had challenged the group’s assumptions on
auditor is considered for permitted non-audit services only when its
these issues.
expertise and experience of BP is important.
How the committee assessed audit fees
Approvals for individual engagements of pre-approved permitted services
The audit committee reviews the fee structure, resourcing and terms of
below certain thresholds are delegated to the group controller or the chief
engagement for the external auditor annually; in addition it reviews the
financial officer. Any proposed service not included in the permitted
non-audit services that the auditor provides to the group on a quarterly basis.
services categories must be approved in advance either by the audit
Fees paid to the external auditor for the year were $49 million (2018 $42 committee chairman or the audit committee before engagement
million), of which 2% was for non-audit assurance work (see Financial commences. The audit committee, chief financial officer and group
statements – Note 36). The audit committee is satisfied that this level of controller monitor overall compliance with BP’s policy on audit-related and
fee is appropriate in respect of the audit services provided and that an non-audit services, including whether the necessary pre-approvals have
effective audit can be conducted for this fee. Non-audit or non-audit been obtained. The categories of permitted and pre-approved services are
related assurance fees were $1 million (2018 $2 million). Non-audit or outlined in Principal accountant’s fees and services on page 322.
non-audit related services consisted of other assurance services.
How accounting judgements and estimates were considered and addressed
Key judgements and estimates Audit committee activity Conclusions/outcomes

in financial reporting
Exploration and appraisal intangible assets
BP uses technical and commercial judgements when • Reviewed exploration write-offs as part of the • Exploration write-offs totalling $0.6 billion were
accounting for oil and gas exploration, appraisal and group’s quarterly due diligence process. recognized during the year.
development expenditure and in determining the • Received the output of management’s annual • Exploration intangibles totalled $14.1 billion at
group’s estimated oil and gas reserves. intangible asset certification process used to 31 December 2019.
ensure accounting criteria to continue to carry the • BP believes it is appropriate to continue to
Judgement is required to determine whether it is
exploration intangible balance are met. capitalize the costs relating to intangible assets, on
appropriate to continue to carry intangible assets
• Received briefings on the status of upstream the ‘watch-list’.
related to exploration costs on the balance sheet.
intangible assets, including the status of items on
the intangible assets ‘watch-list’.
Recoverability of asset carrying values
Determination as to whether and how much an • Held an in-depth review of BP’s policy and • The group’s long-term price assumption for Brent
asset, cash generating unit (CGU) or group of CGUs guidelines for compliance with oil and gas oil, was reduced by $5 from 2018 assumptions
containing goodwill is impaired involves management reserves disclosure regulation, including the and was unchanged for Henry Hub gas.
judgement and estimates on uncertain matters such group’s reserves governance framework • The period over which the group’s price
as future commodity prices, discount rates, and controls. assumptions transition from recent market prices
production profiles, reserves and the impact of • Reviewed the group’s oil and gas price to the long-term assumption was unchanged at
inflation on operating expenses. assumptions. five years for Brent oil and increased from 5 to 12
• Reviewed the group’s discount rates for years for Henry Hub gas from 2018.
Reserves estimates based on management’s
impairment testing purposes. • A sensitivity analysis estimating the effect of
assumptions for future commodity prices have a
• Upstream impairment charges, reversals and reductions in the price assumptions has been
direct impact on the assessment of the recoverability
‘watch-list’ items were reviewed as part of the disclosed in Note 1.
of asset carrying values reported in the financial
quarterly due diligence process. • The methodology for determining the group’s
statements.
discount rates used for impairment testing was
enhanced, resulting in country-specific rates being
applied.
• Impairments of $6.6 billion were recorded in the
year, net of impairment reversals, primarily relating
to decisions to dispose of certain assets.
Investment in Rosneft
Judgement is required in assessing the level of • Reviewed the judgement on whether the group • BP has retained significant influence over Rosneft
control or influence over another entity in which the continues to have significant influence over throughout 2019 as defined by IFRS.
group holds an interest. Rosneft, including following Bob Dudley stepping
down from his role as BP group chief executive.
BP uses the equity method of accounting for its
• Considered IFRS guidance on evidence of
investment in Rosneft and BP’s share of Rosneft’s oil
participation in policy-making processes.
and natural gas reserves is included in the group’s
• Received reports from management which
estimated net proved reserves of equity-accounted
assessed the extent of significant influence,
entities.
including BP’s participation in decision-making.
The equity-accounting treatment of BP’s 19.75%
interest in Rosneft continues to be dependent on
the judgement that BP has significant influence
over Rosneft.

Key judgements and estimates Audit committee activity Conclusions/outcomes

in financial reporting
Derivative financial instruments
For its level 3 derivative financial instruments, BP • Received a briefing on the group’s trading risks • BP considers that longer-term contracts to buy or
estimates their fair values using internal models due and reviewed the system of risk management and sell LNG do not meet the definition of a derivative
to the absence of quoted market pricing or other controls in place. under IFRS. BP has assets and liabilities of $5.5
observable, market-corroborated data. Judgement • The committee annually reviews the control and $4.4 billion respectively, recognized on the
may be required to determine whether contracts to process and risks relating to the trading business. balance sheet for level 3 derivative financial
buy or sell commodities meet the definition of a instruments at 31 December 2019, mainly relating
derivative, in particular longer-term LNG contracts. to the activities of the integrated supply and
trading function (IST).
• BP’s use of internal models to value certain of
these contracts has been disclosed in Note 30.
Provisions
BP’s most significant provisions relate to • Received briefings on decommissioning, • Decommissioning provisions of $15.1 billion
decommissioning, environmental remediation environmental, asbestos and litigation provisions, were recognized on the balance sheet at
and litigation. including those related to the Gulf of Mexico oil 31 December 2019.
spill. These included the requirements, • The discount rate used by BP to determine the
The group holds provisions for the future
governance and controls for the development balance sheet obligation at the end of 2019 was
decommissioning of oil and natural gas production
and approval of cost estimates and provisions a nominal rate of 2.5% – based on long-dated
facilities and pipelines at the end of their economic
in the financial statements. US government bonds – a reduction of 0.5%
lives. Most of these decommissioning events are
• Reviewed the group’s discount rates for from 2018.
many years in the future and the exact requirements
calculating provisions. • The impact of applying the revised rate has
that will have to be met when a removal event occurs
been disclosed.
are uncertain. Assumptions are made by BP in relation
to settlement dates, technology, legal requirements
and discount rates. The timing and amounts of future
cash flows are subject to significant uncertainty and
estimation is required in determining the amounts of
provisions to be recognized.
Pensions and other post-retirement benefits
Accounting for pensions and other post-retirement • Reviewed the group’s assumptions used to • The method for determining the group’s
benefits involves making estimates when measuring determine the projected benefit obligation at assumptions remained largely unchanged from
the group’s pension plan surpluses and deficits. the year end, including the discount rate, rate 2018. The values of these assumptions and a
These estimates require assumptions to be made of inflation, salary growth and mortality levels. sensitivity analysis of the impact of possible
about uncertain events, including discount rates, changes on the benefit expense and obligation
inflation and life expectancy. are provided in Note 24.
• At 31 December 2019, surpluses of $7.1 billion
and deficits of $8.6 billion were recognized on
the balance sheet in relation to pensions and
other post-retirement benefits.

Safety, environment and security
assurance committee (SESAC)
Committee overview
The role of the SESAC is to look at the processes
adopted by BP’s executive management to identify
and mitigate significant non-financial risk. This
includes monitoring the management of personal and
process safety risk, security and environment risks
and receiving assurance that processes to identify
and mitigate such non-financial risks are appropriate
in their design and effective in their implementation.
The committee receives specific reports from the
business segments and functions, which include,
but are not limited to, the safety and operational risk
function, shipping, group audit and group security.
“
The committee has continued to
The SESAC can access any other independent advice
and counsel it requires on an unrestricted basis.
The SESAC and audit committee worked together,
focus on working with executive through their chairs and secretaries, to ensure that
agendas did not overlap or omit coverage of any key
management to drive safe and
risks during the year.
reliable operations.”
Meetings and attendance
Melody Meyer There were six committee meetings in 2019. All
Committee chair directors attended every meeting for which they
were eligible.
In addition to the committee members, all SESAC

meetings were attended by the group chief
executive, the executive vice president for safety
Chairman’s introduction and operational risk (S&OR) and the head of group
audit or his delegate. The external auditor has access
At the end of 2019 I took the role of chair for the committee. Alan
to the chair and secretary to the committee as
Boeckmann retired from the board in April 2019 and Nils Andersen
required. The group general counsel also attended
replaced him as the committee chair. In November last year, Nils some of the meetings. At the conclusion of each
announced his intention to step down from the board in March 2020 meeting the committee scheduled private sessions
and I replaced Nils as SESAC chair with immediate effect. for the committee members only, without the
presence of executive management, to discuss any
During 2019 the committee has continued to focus on working with
issues arising and the quality of the meeting. The
executive management to drive safe and reliable operations. As part of group chief executive receives invitations to join the
the committee’s review of the executives’ management of the highest private meetings on an ad hoc basis and at least once
priority non-financial group risks assigned to SESAC we provide a year the head of group audit is invited to a private
constructive challenge and oversight. The risks under our remit remained meeting with the committee.
the same as for 2018: marine, wells, pipelines, explosion or release at
Membership
facilities, major security incidents and cyber security in the process
control network. The committee receives reports on each of these risks Melody Meyer Member since May 2017 and
chair since November 2019
and monitors their management and mitigation.
In 2019 the committee reviewed the BP Sustainability Report 2018. It (resigned March 2020)
also reviewed work practices in BP in relation to and following publication Alan Boeckmann Member
of the company’s Modern Slavery Act (MSA) statement in 2019. The (retired April 2019)
committee will continue to review progress in developing and embedding Admiral Frank Member
practices to mitigate the risk of modern slavery and related human rights. Bowman (retired May 2019)
Professor Dame Member
In March, members of the committee visited the shipping function as one Ann Dowling
of the new LNG vessels went into service from the building yard in Sir John Sawers Member
Busan, South Korea. This afforded the committee time with the crew on
board the vessel, employees in the office and with contractors in the
shipyard. See page 89 for more details. The level of access into the
operations on such visits gives the directors first-hand, direct insight.
This framework provides an opportunity for meaningful and open
dialogue with the local site teams, allowing the committee to better fulfil
its obligations.
Melody Meyer
Committee chair

Activities during the year The board also undertook a site visit. This was not a SESAC site visit
but, nevertheless, safety and non-financial risk matters were covered
during the visit to Clair Ridge in May 2019.
System of internal control and risk management
Corporate reporting
The review of operational risk and performance forms a large part of the
committee’s agenda. Group audit provided quarterly reports on its
The committee oversaw the BP Sustainability Report 2018. The
assurance work and its annual review of the system of internal control
committee reviewed the content and worked with the external auditor
and risk management.
with respect to its assurance of the report.
The committee also received regular reports from the group chief
executive and vice president for S&OR on operational risk, including
regular reports prepared on the group’s health, safety, security and
environmental performance and operational integrity. These included
meeting-by-meeting measures of personal and process safety,
environmental and regulatory compliance, security and cyber risk
analysis, as well as quarterly reports from group audit. In addition, the
group auditor regularly met in private with the chairman and other
members of the committee over the course of the year. During the year
the committee received separate reports on the company’s
management of risks relating to:
• Marine.
• Wells.
• Pipelines.
• Explosion or release at our facilities.
• Major security incidents.
• Cyber security (process control networks).
The committee reviewed these risks and their management and
mitigation in depth with relevant executive management. The
committee reviewed the 2019 forward programme for the group audit
function.
Site visits
In March members of the committee made a physical visit to the

shipping function for the first time. While the committee has regular
access to senior leaders in the function, attempting to visit the vessels
needed careful planning. With the launch of six new LNG vessels
between October 2018 and April 2019, the committee took the
opportunity to visit, and arrived as the fifth LNG vessel was in its period
of ‘shakedown’ – a period post-launch and pre-service, when checks
are made onboard the ship. The visit, hosted by the chief operating
officer of shipping, was made to The British Mentor while it was at sea,
just off the coast of South Korea. Committee members went on board
and were met by the ship’s crew, undertook a thorough tour, and later
met with various seafarers, without the captain present, to get a sense
of the culture on board. The committee also spent time at the office and
held an informal town hall and lunch to hear from employees. The
following day the committee was also able to visit the shipyard which
had built the LNG vessels, and meet with management. The committee
members were able to take a tour of a LNG vessel in the building phase
and see the technology used in the construction of the vessel at various
stages of completion. The committee spent time with the shipyard
owners, important stakeholders in the programme of delivery. In
respect of the visit, committee members and other directors received
briefings on operations, the status of conformance with BP’s operating
management system, key business and operational risks and risk
management and mitigation. Committee members reported back in
detail about the visit to the committee and subsequently to the board.
See page 89 for further details.

Geopolitical committee
The committee monitors the company’s identification
and management of geopolitical risk.
• Monitor the company’s identification and
management of major and correlated geopolitical
risk and consider reputational as well as financial
consequences.
• Review BP’s activities in the context of political and
economic developments on a regional basis and
advise the board on these elements in its
consideration of BP’s strategy and the annual plan.
• Major geopolitical risks are those brought about by
social, economic or political events that occur in
countries where BP has material investments.
“
• Correlated geopolitical risks are those brought about
by social, economic or political events that occur in
The committee continued to address countries where BP may or may not have a
presence but that can lead to global political
key geopolitical matters and their instability.
potential impact on BP.”
Membership
Sir John Sawers Sir John Sawers Member since September 2015
Committee chair and chair since April 2016
(resigned March 2020)
Admiral Frank Member
Bowman (resigned May 2019)
Sir Ian Davis Member
Melody Meyer Member

Chairman’s introduction The chairman and group chief executive regularly
attend committee meetings. The chief executive of
The work of the geopolitical committee in 2019 continued to address key Alternative Energy and executive vice president,
geopolitical matters and their potential impact on BP and how these regions and the head of government and political
evolved during the year. As chair of this committee I also attended all of affairs attend meetings as required. The committee
the international advisory board (IAB) meetings in 2019. Now that the IAB met four times during the year. All directors attended
each meeting that they were eligible to attend, with
has been disbanded, this committee will look to take some of the IAB’s
the exception of Nils Andersen who missed one
remit and we will report next year on how that evolves. In May 2019, meeting due to a prior commitment.
Admiral Frank Bowman stood down from the committee. Nils Andersen
left the committee upon his resignation from the board in March 2020.
I would like to thank Frank and Nils, both of whose contributions were
much valued. Other board members joined our meetings from time
to time.
Sir John Sawers
Committee chair
Activities during the year

The committee discussed BP’s involvement in the key countries
where it has existing investments or is considering investment.
These included the EU, Mexico, Brazil, Algeria, Libya, Egypt, Iraq,
Oman and The Gambia.
The committee also discussed the potential impact of Brexit on BP, and
the negotiations between the UK and the EU on their future relationship.
It reviewed the geopolitical background to BP’s global investments, the
global politics of climate change, the geopolitics of gas, Russian energy
exports, OPEC, the USA-China trade war, and developments in the
Persian Gulf.

Chairman’s committee
To provide a forum for matters to be discussed by the
non-executive directors.
• Evaluate the performance and the effectiveness of
the chief executive officer.
• Review the structure and effectiveness of the
business organization.
• Review the systems for senior executive
development and determine succession plans for
the chief executive officer, executive directors and
other senior members of executive management.
• Determine any other matter that is appropriate to be
considered by non-executive directors.
• Opine on any matter referred to it by the chairman
“
of any committees comprised solely of non-
executive directors.
The committee spent significant time Membership
discussing the development and The committee is made up solely of non-executive
directors, each of whom is appointed to the committee
progression of BP’s purpose,
upon their appointment to the board.
expanding upon what the purpose
actually means for the company and The committee met seven times in 2019. Nils
how it impacts BP’s stakeholders.” Andersen, Pamela Daley and Professor Dame Ann
Dowling each missed one meeting during the year, all
Helge Lund other directors attended every meeting for which they
Committee chair were eligible.
Chairman’s introduction
The chairman’s committee worked closely with the nomination and
governance committee on the selection process of the new group CEO
and CFO, receiving regular updates and providing feedback on the
succession planning. The committee also spent significant time
discussing the development and progression of BP’s purpose, expanding
upon what the purpose actually means for the company and how it
impacts BP’s stakeholders. We discussed the updated UK Corporate
Governance Code 2018 and the implications for the business. In May
2019, Alan Boeckmann and Frank Bowman stood down from the board
and the chairman’s committee. I would like to pay tribute to their
exceptional service and thank them for their dedication to the committee
and BP as a whole.
Helge Lund
Committee chair
Activities during the year

• Evaluated the performance of the group chief executive.
• Reviewed the composition of and the succession plans for the
executive team.
• Discussed the company’s purpose and what it meant for the business.
• Considered updates to the UK Corporate Governance Code 2018.

Directors’ remuneration report
Contents
2019 performance and pay outcomes 104

2019 annual bonus outcome 105
2017-19 performance share plan outcome 106
Executive directors’ pay for 2019 108
2020 remuneration: Policy on a page 110
Alignment with strategy 111
Wider workforce in 2019 112
Stewardship and executive director interests 114
Non-executive director outcomes and interests 116
“
Other disclosures 118
Directors’ remuneration report – the 2020 policy 119
Through a vibrant exchange
of views, we believe the
committee will be wiser.”
Paula Rosput Reynolds
Committee chair
Dear shareholder, Results, progress and incentive outcomes

This is my second letter to you as chair of the remuneration 2019 has been another year of challenges and accomplishments in
committee. It comes at the end of a period during which we have our operating and financial performance, and concludes a three-year
engaged with many of you on our new remuneration policy. I have cycle which has seen significant strategic progress. From a shareholder
been fortunate to get to know a number of you individually, and as perspective, robust operating cash flow gave headroom for
a committee we have deeply appreciated the spirit of collaboration distributions of $8.3 billion through dividends, together with $1.5 billion
evident throughout our dialogue on remuneration matters. of share buybacks. Although recent share price performance has been
disappointing for BP and global share markets generally, the year
It also comes at a time when, as a global community, we are
nonetheless concludes a three-year cycle that has delivered a 29%
navigating uncharted territory because of the global onset of
total return.
coronavirus (COVID-19). None of us yet know quite how broad its
impact will be, nor how deeply it will be felt. What we do know is that From our analysis of annual performance outcomes, the committee
our industry is seeing a significant demand and supply-side shock, determined that the 2019 bonus should be 67.5% of maximum,
with consequent share price volatility. The board and I will remain rather than the purely formulaic 71.5% derived from the performance
close as the situation develops, and we will respond with consideration scorecard. This was to reflect our judgment that strong cash receipts
of the facts. Clearly, the remuneration targets we have set for the year at year-end would potentially impact receipts in 2020, hence the
will need to be adjusted to the circumstances as they unfold. I can reduction in the formulaic result.
also confirm that the remuneration committee will monitor business
The committee also determined that the performance share
conditions and exercise judgement in applying discretion relating to
outcome should be 71.2% of maximum. We took the financial
2020 remuneration. We will proceed with great care in determining
measures as reported but used our discretion in determining the
the timing and magnitude of equity awards. At year-end, when we
quality of the strategic progress. We determined that, over the
assess performance, we will be thoughtful in the interpretation of
three-year performance cycle that ended in 2019, significant
results, balanced with the shareholder experience. I do believe that
strategic progress was made towards a lower carbon future. But our
the 2020 policy as drafted provides us with maximum flexibility in
message, too, with scoring of strategic progress, is that there is the
applying discretion – which the times call upon us to exercise.
need for greater pace and accomplishment in the years ahead.
Turning to our 2019 report, we cover three areas. First the
To this point, as we look forward, the committee is faced with measuring
remuneration outcomes over 2019 and the 2017-19 performance
strategic progress through a different lens. As our recently appointed
shares cycle are presented, along with a discussion about the
BP leadership realigns strategy to reduce the carbon footprint of our
relationship between company performance, earned rewards and
business with greater urgency, the committee must strike the balance
the shareholder experience. Second, the largely regulatory driven
between rewarding progress in energy transition matters and rewarding
reporting of stewardship and related matters is shown. Third, the
delivery of our commitment to strong financial performance and safe
2020 directors’ remuneration policy, which will be the subject of a
operations. As we progress the energy transition, we will be faced with
binding vote at our annual general meeting in May.
establishing new goals for which benchmark measures may not be
With the number of statutory requirements increasing, this report readily and immediately available. You will read herein, even the question
continues to grow. For those of you needing a quick overview, of the peer group to be used to measure relative total shareholder returns
I recommend our summary pages on 104 and 110 which reflect (rTSR) is greatly complicated by the question of whose performance
outcomes for 2019 and the 2020 policy respectively. should be tracked in the energy transition.
100 BP Annual Report and Form-20F 2019

Remuneration committee
Role of the committee • Approve the principles of any equity plan that Meetings and attendance
The role of the committee is to determine and requires shareholder approval. The chairman and the group chief executive attend
recommend to the board the remuneration policy for • Ensure termination terms and payments to meetings of the committee except for matters
the chairman and executive directors. In determining executive directors and the executive team are fair. relating to their own remuneration. The group chief
the policy, the committee takes into account various • Receive and consider regular updates on executive is consulted on the remuneration of the
factors, including structuring the policy to promote workforce views and engagement initiatives chief financial officer, the executive team and more
the long-term success of the company and linking related to remuneration, insight from data sources broadly on remuneration across the wider employee
reward to business performance. The committee on pay ratio, gender pay gap and other workforce population. Both the group chief executive and chief
recognizes the remuneration principles applicable remuneration outcomes as appropriate. financial officer are consulted on matters relating to
to all employees below board level. • Maintain appropriate dialogue with shareholders the group’s performance.
on remuneration matters.
Key responsibilities The group human resources director attends
• Recommend to the board the remuneration Membership meetings and other executives may attend where
principles and policy for the chairman and the necessary. The committee consults other board
Paula Rosput Member since September 2017
executive directors while considering policies committees on the group’s performance and on
Reynolds and chair since May 2018
for employees below the board and the issues relating to the exercise of judgement or
executive team. Nils Andersen Member (resigned March 2020) discretion as necessary.
• Determine the terms of engagement, Pamela Daley Member
Sir Ian Davis Member The committee met nine times during the year.
remuneration, benefits and termination of
All directors attended each meeting that they were
employment for the chairman and the executive Melody Meyer Member
eligible to attend, except Nils Andersen who was
directors, executive team and the company Brendan Nelson Member
not able to attend two meetings. Pamela Daley and
secretary in accordance with the policy.
Sir Ian Davis each missed one committee meeting.
• Prepare the annual remuneration report to
shareholders to show how the policy has
been implemented.
We understand that these are matters of great importance to our For our new chief executive officer, Bernard Looney, pay will be governed
shareholders. Therefore we will work closely with the incoming by the 2020 remuneration policy. The committee disclosed in October
leadership team to assure that goal-setting, in particular for progress 2019 that it had set Bernard’s salary at £1.3 million (approximately 9%
against the carbon agenda, remains ambitious while also delivering pay below Bob Dudley’s salary) as of 5 February 2020, with a reduced cash
outcomes that align with your own experience. We intend to confer allowance retirement benefit of 15% of salary, which puts his allowance in
with shareholders later in 2020 to establish goals once the details of our line with the majority of our wider workforce. Bernard retains a deferred
energy transition efforts have been provided. pension benefit from service prior to April 2011, and certain deferred share
awards from service prior to 2020.
Single figure results for executive directors Earlier this year we made similar announcements regarding the
2019 single figures of total remuneration for Bob Dudley and Brian Gilvary retirement of Brian Gilvary and the appointment of his successor,
are $13.23 million and £6.56 million respectively, as reported on page 108. Murray Auchincloss, with effect from 1 July 2020. Further detail is
These outcomes represent a 13% decrease for Bob, and a 20% decrease provided on page 103 for the new executives.
for Brian, reflecting reductions in the performance shares outcome, and in
particular lower share price growth over the three-year cycle. As noted Our 2020 policy renewal
above, the committee applied the well-established formulas where
During 2019 we have been grateful for the time and attention our major
relevant and, in conjunction with strategic progress, carefully reviewed
shareholders gave us as we consulted on requirements for the new
the contributions of the executives. The impact of weaker share price
2020 policy. In particular, 30 of our largest shareholders joined us in
performance on realized value is consistent with the experience of
September for a novel session focused on expressing unconstrained
shareholders and thus we deem these outcomes reasonable.
views on remuneration arrangements. Together with subsequent
For an overview of our executive remuneration structure, please refer to discussions and correspondence, the key issues emerging for
the “at a glance” table on page 103. consideration have been:
• Clear end-to-end alignment from strategy, through measurable
Succession arrangements performance indicators and reward outcomes, to shareholder
2019 also marked a point of succession, as our group chief executive experience.
Bob Dudley announced his intention to retire from BP, to be succeeded • Balance our contribution to the energy transition with delivering
by Bernard Looney. shareholder returns. The committee was encouraged to use
appropriate discretion, given the complexity of the environment in the
Bob has now stepped down from the BP board, and ceases employment
energy transition.
from 31 March. As we announced in October 2019, he has waived his
• Assure that strategic moves align to long-term sustainability, relative
entitlement to notice pay for the unserved part of his notice period, and
to a wider peer group.
to any bonus for any part of 2020. By any measure, Bob has been an
• Use meaningful and transparent measures to reflect our progress in
exemplar of corporate service; he leaves BP as a ‘good leaver’ under
the energy transition and reductions to our carbon impact.
the terms of our executive director incentive plan, and therefore his
interests under various deferred share awards are preserved and will
vest in line with scheduled vesting dates and decisions, subject only
to the committee retaining its discretion in the administration of the
underpin on safety.
BP Annual Report and Form-20F 2019 101

With all of this in mind, we have established a policy proposal which As UK remuneration committees now have the regulatory obligation to
we believe reflects our strategic imperatives and allows for competitive review remuneration of the wider workforce, our committee has sought
remuneration outcomes aligned to the shareholder experience. The to understand how pay practices vary across the globe and to examine
proposal makes modest but appropriate adjustments to our 2017 issues of fundamental fairness. We examined pay outcomes by gender
framework which, to our mind, is well understood and has delivered and other criteria. We have also considered how the committee can
appropriate results for both shareholders and executive directors. We effectively add value to our stewardship of the wider workforce and
studied many far-reaching alternatives in concluding our final proposal our 2020 plans will include some additional engagement in this area.
but typically found other approaches carried too much complexity, an
The committee reviewed the breadth of historical pension
amplified concern given the transition our industry faces.
arrangements across the spectrum of our employees in 2019. As an
The key changes we are making include a reduced emphasis on relative outcome, BP made changes that have brought pensions for executive
total shareholder return, but measuring our returns against a more directors and the wider workforce into alignment.
diverse group of companies; a sharpened focus on energy transition
Our committee appreciated the time and thoughtful input shareholders
measures throughout the structure; tighter limits on pension benefits;
and their representatives have given to the refreshment of the
and a reduction in the number of measures that will be considered for
remuneration policy. Through a vibrant exchange of views, we believe
the annual bonus plan.
the committee will be wiser as it considers executive pay against the
backdrop of a challenging environment. We respectfully ask for your
Other matters
endorsement of the committee’s 2019 remuneration decisions and your
Our committee activity in 2019 was extensive. It included a review of approval of the proposed 2020 policy framework.
the principles of remuneration to support our updated policy (page 119)
and engagement with shareholders and shareholder representatives.
We also spent considerable time on remuneration matters related to the
succession of the group chief executive and the various leadership
changes that followed, in line with our increasing accountability for
setting senior executive pay. Paula Rosput Reynolds
Chair of the remuneration committee
18 March 2020
In this Directors’ remuneration report RC profit (loss), underlying RC profit,

return on average capital employed and operating cash flow (excluding Gulf
of Mexico oil spill payments) are non-GAAP measures. These measures
and upstream plant reliability, refining availability, major projects and
underlying production and reserves replacement ratio are defined in the
Glossary on page 335.

Remuneration at a glance
Purpose and Outcomes for 2019 Implementation in 2020 (2020 policy
Key features link to strategy (2017 policy) proposal unless stated otherwise)
Salary and • Salary is reviewed annually • Fixed remuneration • Bob Dudley’s salary • Bob Dudley’s salary to remain at
benefits and, if appropriate, increased reflecting the scale and unchanged at $1,854,000. $1,854,000 until he ceases employment
following the AGM. complexity of our • Brian Gilvary’s salary on 31 March.
• Benchmarked to market at business, enabling us to increased by 2% to • Bernard Looney’s salary is set at
inception with increases attract and keep the £790,500. £1,300,000.
reflective of those of our highest calibre global • Benefits remain • Brian Gilvary’s salary to remain at
wider workforce. talent. unchanged. £790,500 until he ceases employment.
• Murray Auchincloss’s salary to be set at
£695,000.
• Bernard’s benefits remain unchanged.
Murray will be eligible for standard UK
benefits from his appointment on 1 July.
Retirement • Bob is a member of both US • To recognize competitive • Bob’s defined benefit • Arrangements for Bob will continue
benefits pension (defined benefit) and practice in home country. pension did not increase in unchanged until he ceases employment on
retirement savings (defined 2019. His actual and 31 March.
contribution) plans. notional company • Bernard’s cash allowance reduces to 15%
• Brian is a member of a UK contributions, together of salary from the date of his appointment.
final salary defined benefit with investment returns Accrued service for his deferred pension is
pension plan and receives a within his retirement already capped, and the pension
cash allowance in lieu of savings plans, amounted calculation will be based on his pre-
further service accrual. to $543,661. appointment salary.
• Brian’s accrued defined • Brian’s cash allowance is subject to a
benefit pension increase previously agreed schedule of reductions
was below inflation. He and will terminate when he ceases
received a cash allowance employment on 30 June.
at 35% of salary to 31 • Murray’s cash allowance will be set at 15%
May, and at 30% of salary of salary from his appointment on 1 July.
from 1 June 2019, which is He retains a deferred pension arrangement
included in the single from his US service, which will be based
figure table. on his pre-appointment salary.
Annual • 112.5% of salary at target, • To incentivize delivery • Against our scorecard of • Bob has waived any entitlement to an
bonus and 225% at maximum. of our annual and safety (20%), environment annual bonus for 2020.
• 50% of the bonus is paid in strategic goals. (10%), reliable operations • Brian will qualify for a pro-rated bonus for
cash and 50% is mandatorily • The 50% deferral (20%) and financial his service in 2020.
deferred and held in BP reinforces the long-term performance (50%), our • Proposed scorecard with four measures
shares for three years. nature of our business performance score is across safety (20%), environment (20%),
• To continue under 2020 and the importance of 135% of target (67.5% of operational (10%) and financial (50%)
policy. sustainability. maximum). performance.
Performance • Annual grant of performance • To link the largest part of • Against our balanced • Awards granted in 2018, under our 2017
shares shares, representing the remuneration opportunity scorecard of financial policy, at 500% (Bob Dudley) and 450%
maximum outcome. 500% with the long-term measures (80%), and (Brian Gilvary) of salary will vest in
of salary for group chief performance of the strategic progress (20%), proportion to success against the
executive and 450% of salary business. The outcome our 2017-19 performance measures of our 2018-20 scorecard, on a
for chief financial officer. varies with performance score is 71.2% of pro-rata basis for time in service.
• Shares only vest to the against measures linked maximum. • For our 2020-23 cycle, grant levels will
extent performance directly to financial remain unchanged for our incoming chief
conditions are met. returns and strategic executive and chief financial officer at
• To continue under 2020 priorities. 500% and 450% of salary respectively,
policy. with weightings of 40% for relative total
shareholder return (rTSR), 30% for return
on average capital employed (ROACE) and
30% for energy transition measures.
Shareholding • Executive directors are • To ensure sustained • Both Bob Dudley and Brian • From 2020, executive directors are
requirement required to maintain a alignment between the Gilvary materially exceed required to maintain their full minimum
shareholding equivalent to at interests of executive the share ownership shareholding requirement for two years
least five times their salary. directors and our requirements. post employment.
• Additionally, they have been shareholders. • The minimum shareholding requirement
expected to maintain remains five times salary for the group
shareholdings of at least two chief executive and is four and a half times
and a half times salary for two salary for other executive directors.
years post employment.

2019 performance and pay outcomes
Business A strong year of operational performance, set against challenging external conditions. Improvement across safety
metrics, and significant growth in our retail business. Strong underlying profits for 2019, with a 29% return to
performance shareholders over the three-year cycle.
Key strategic highlights

• $10 billion underlying replacement cost profit 2nd (29%) $28.2bn $8.3bn
• Dividend increased to 10.5 cents per share
Among peers for Operating Dividends paid,
• Expansion of our convenience partnership sites
total shareholder cash flow including scrip
to around 1,600 globally
return 2017-19 (excluding Gulf of
• Created BP Bunge Bioenergia, a world-class
Mexico oil spill
bioenergy company
payments)
Performance Strong results for the year, beating targets on five out of six measurement categories in our scorecards.
2019 Annual bonus 2017-19 Performance shares
outcomes
71.5% -4.0% 67.5% 71.2% 0% 71.2%
Formulaic Committee Final outcome Formulaic Committee Final outcome
outcome judgement, (% of maximum) outcome judgement, (% of maximum)
(% of maximum) discretionary (% of maximum) no adjustment
reduction
Performance dimensions (% weighting) Performance dimensions (% weighting)
Safety (20%) KPI 15.5/20 Financial (80%) KPI 57/80
Environment (10%) KPI 7/10 Strategic progress (20%) KPI 14/20
Reliability (20%) KPI 8.5/20
Financial (50%) KPI 40/50a
Annual bonus outcome (67.5% of maximum) Performance shares outcome (71.2% of maximum)
Bob Dudley $2,815,763 Bob Dudley $7,936,660
Brian Gilvary £1,200,572 Brian Gilvary £2,752,815
KPI This legend denotes remuneration measures that directly relate to BP’s key performance indicators. See page 32.
Bob Dudley 18.7% fixed Brian Gilvary 16.7% fixed

Total Group chief executive 81.3% variable Chief financial officer 83.3% variable
remuneration Salary and benefits, (14.6)% Salary and benefits, (12.9)%
2019 Retirement benefits, (4.1)% Retirement benefits, (3.8)%

Annual bonus, (21.3)% Annual bonus, (18.3)%
Performance shares, (60.0)% $13.23m Performance shares, (42.0)% £6.56m
2018: $15.25m Discontinued plans, (23.0)% 2018: £8.22m
Share Shareholding is a key means by which the interests of executive directors are aligned with those of shareholders.
As at 3 March 2020 both directors had holdings in BP which significantly exceeded our shareholding policy
ownership requirement of five times salary.
Bob Dudley, Group chief executive 15.18 times salary, 5,290,446 sharesb.
Brian Gilvary, Chief financial officer 16.20 times salary, 3,086,437 shares.
Policy requirements (5x) Actual

a Due to rounding, these figures do not precisely equal the overall outcome, 71.5%
b Held as American depository shares (ADSs)

2019 annual bonus outcome

For 2019 the committee established a bonus scorecard of eight As noteworthy as this result is, we still regard any accident as one too
measures across four areas of focus: safety and operational risk, the many, and it is a matter of great regret that two of our colleagues suffered
environment, reliable operations and financial performance. These fatal injuries in 2019. To underscore our determination to eliminate these
measures align with our strategy and investor proposition and, in tragic incidents, we reflect any fatality in the performance assessment of
particular, reflect the annual plan. Seven of the eight measures align the relevant business, thereby causing a material reduction in bonus for
with our 2018 scorecard. The eighth measure, sustainable emissions every individual in that business. In reaching our final conclusion, we rely
reduction, was new and marked an acceleration of our intent to gear on the judgement of the safety, environment and security assurance
elements of financial reward to our progress in navigating the low committee (SESAC) on the evaluation of safety outcomes.
carbon transition.
Similarly, we sought the input of the audit committee to ensure our
In order to build on the strong results of 2018, the committee again set conclusions are robust and properly reflect underlying financial
notably stretching targets for each measure. For instance, our 2019 performance relative to markets. This included a review of the
threshold outcome for recordable injury frequency was set at the level of adjustments we make in our financial targets to reflect any pricing
our 2018 outcome, meaning we had to exceed that 2018 result to achieve impacts, and thereby avoid windfall outcomes in our financial measures.
even a minimum contribution to the 2019 bonus. Overall, our focus on For 2019, this led to a proportional reduction in our profit and cash flow
safety delivered a year with both the fewest process safety incidents on targets, reflecting the weaker oil price environment. Over the eight years
record (excluding the impact of recent Mexico retail and BHP onshore to 2019, we have increased targets four times, and reduced them four
aquisitions), and the lowest recordable injury frequency on record. times, consistently stripping out the impact of the price environment.
2019 annual bonus scorecard

These measures were set under the terms of our 2017 policy KPI See key performance indicators on page 32.
Safety Environment Reliable Financial Formulaic

0.31 + 0.14 + operations
0.17
+ performance
0.80
= score 1.43a
out of 2.0
Measures Weighting Threshold (0) Target (1) Maximum (2) Outcome

Process safety tier 1 10% 80 events 72 events 56 events 70 events
Safety KPI
and tier 2 eventsb 0 0.1 0.2 0.11

(20% weight)
Recordable injury KPI 10% 0.198/200k hrs 0.188/200k hrs 0.168/200k hrs 0.159/200k hrs
frequency 0 0.1 0.2 0.20
Outcome 0.31
Sustainable emissions 10% 0.49 mte 1.0 mte 2.0 mte 1.4 mte
Environment KPI
reductions 0 0.1 0.2 0.14

(10% weight)
BP-operated refining 10% 94.5% 95.0% 95.5% 94.9%
Reliable KPI
availabilityc 0 0.1 0.2 0.08

operations
(20% weight) BP-operated upstream KPI 10% 92.6% 94.6% 96.6% 94.4%
plant reliability 0 0.1 0.2 0.09
Outcome 0.17
Operating cash flow 20% $24.0 bn $26.5 bn $29.0 bn $28.2 bn

Financial KPI
(excluding Gulf of Mexico 0 0.2 0.4 0.33

performance oil spill payments)
(50% weight)
Underlying replacement KPI 20% $8.1 bn $8.9 bn $9.7 bn $10.0 bn
cost profit 0 0.2 0.4 0.40
Upstream unit KPI 10% $7.12/bbl $6.72/bbl $6.32/bbl $6.84/bbl
production costs 0 0.1 0.2 0.07
Outcome 0.80
Formulaic score 1.43a out of 2.0
Formulaic Input audit Remuneration Final 67.5%

scorecard committee committee scorecard of
outcome and SESAC judgement outcome maximum
1.43 out of 2 No adjustment Minus 0.08 1.35 out of 2
a Due to rounding, the total does not equal the sum of the parts.
b Measure excludes data from Mexico retail and BHP onshore operations for two years from the date of their acquisition by BP.
c Solomon Associates’ operational availability.

While we continue to believe these adjustments are appropriate, Market-led growth in the downstream. BP has materially entered
they potentially create some tension between the relative basis of our the retail markets in Mexico and Indonesia and expanded our overall
financial measurement, and shareholders’ experience of cash flow and retail network with 850 sites opened since 2016. Marketing of premium
profit. With this context, we decided to reduce the formulaic bonus fuels has seen compound growth of 7% per annum in these higher
scorecard outcome to reflect our judgement that strong cash receipts value sales.
at year end would potentially impact receipts in 2020.
Venturing and low carbon across multiple fronts. BP has made
Our bonus outcome for 2019 is therefore 135% of target and 67.5% of signature investments in BP Chargemaster, our DiDi fast-charging joint
maximum. This compares with 81% of target and 40.5% of maximum venture in China and Lightsource BP, all of which underpin growth in
in 2018. With the rigour of our process and discussions, and the support electric vehicle charging and solar. We merged our biofuels business
we have received from the SESAC and audit committee, we believe the with another operator to create BP Bunge Bioenergia thereby creating
2019 annual bonuses fairly reflect and reward 2019 performance for the synergies and scale for growth in biofuels. We have created a ‘scale-up’
executive directors and senior leadership of BP. factory known as BP Launchpad, to enhance our access to investment
in new ventures, and have increased the portfolio over the last three
As shown below, half of the bonus is paid in cash after year end, and
years. The committee will be monitoring and measuring the progress
half is deferred into shares that will vest in three years, according to
of these ventures over time.
2017 policy terms. The full value of the 2019 bonus, including the
deferred shares, is included in the 2019 single figure table. This differs Gas, power and renewables trading and marketing growth. We
from reporting in respect of the 2014 policy, under which deferred noted robust early progress with BP’s new integrated gas and power
shares related to the 2016 bonus are included in the 2019 single figure, organization, mainly through a growing presence as a merchant in the
i.e. the year in which they vest. global LNG trade, although financial results remain volatile. We also
Adjusted Paid Deferred into
noted the development of infrastructure to undertake renewables
outcome in cash BP shares trading, which has included building diverse counter-party relationships,
Bob Dudley $2,815,763a $1,407,881 $1,407,881 such as with renewable energy source producers and owners of forests
Brian Gilvary £1,200,572 £600,286 £600,286
for the purposes of creating a market for natural climate solutions (NCS).
Along with the combination of financial and strategic measures that
a Due to rounding the total does not match the sum of the parts.
shareholders approved in the 2017 policy, the provision for ‘underpin’
The annual bonus outcome is unrelated to the BP share price, and decision by the committee was instituted. Namely, before deciding on
therefore no part of the bonus is attributable to share price appreciation. the final result, the committee takes a broader view of performance to
ensure that reward outcomes align with absolute shareholder returns,
2017-19 performance share plan outcome safety and environmental factors, and progress in low carbon and
climate change matters. Our conclusion is that returns from the 2017-19
Vesting levels for the 2017-19 performance share awards are performance shares cycle are proportional and appropriate. Therefore,
determined under the terms of the 2017 policy, in line with the we have made no further adjustment to the scorecard outcome. Vesting
performance measures and outcomes shown on the scorecard on therefore has been set at 71.2% of maximum, delivering the outcomes
page 107, and the committee’s broader deliberations in line with the detailed below.
‘underpin’ established in that policy. The scorecard for this period
Shares vesting
included relative total shareholder return (50%), return on average
including Value of
capital employed (30%) and four strategic progress measures (20%) Shares awarded dividends vested shares
that are assessed both quantitatively and qualitatively. Bob Dudleya 1,571,628 1,319,478 $7,936,660
Assessed against the two financial scorecard measures, the group’s Brian Gilvary 722,093 606,347 £2,752,815
performance for the three years from 2017 to 2019 is strong. We placed
second on relative total shareholder return (with a 29% total return) a Bob Dudley’s award is granted in respect of American depositary shares (ADSs). The
which measures us against our super-major peers, Chevron, numbers in this table reflect calculated equivalents in ordinary shares. One ADS equates to
six ordinary shares.
ExxonMobil, Shell and Total. Return on average capital employed
(ROACE) was 8.9%, comfortably ahead of the 8.1% target. The value of vested shares reflects the share price changes all
We introduced the four strategic progress measures in our 2017 policy. shareholders experienced over the three-year period. For this 2017-19
Hence this is the first cycle for which we have made an assessment on award cycle, the original grant was calculated based on ordinary share
strategic progress. We find that a rating of 13.8% out of 20% maximum and ADS prices of £4.73 and $35.39 respectively, while the equivalent
opportunity is appropriate. Below are the four strategic pillars and a short prices on 18 February 2020, the vesting date, were £4.54 and $36.09.
description of some of the factors that influenced our scoring decision: Consequently, share price appreciation in this cycle accounts for
$130,549 (1.6%) of the value of Bob’s vested shares, and none of the
Shift to gas and advantaged oil in the upstream. Gas production value of Brian’s vested shares.
has grown 35% (comparing 2019 with 2016), and 75% of all pre-2022
start-ups planned during the 2017-19 cycle are in gas. Pre-2022 start-ups
in oil are lower-cost or adjacent to existing basins, creating additional
value and lowering carbon intensity relative to BP’s legacy portfolio.

2017-19 performance shares scorecard

These measures were set under the terms of our 2017 policy KPI See key performance indicators on page 32.
Financial Strategic progress Formulaic

57.4% + 13.8% = vesting
71.2%
Weighting Threshold Maximum

Measures at maximum performance performance Outcome
Relative total 50% Third First Second
Financial KPI
shareholder return 40.0%

Return on average KPI 30% 7.25% 11.0% 8.9%
capital employed 17.4%
Outcome 57.4%
Shift to gas and advantaged 5%

Strategic
oil in the upstream 3.75%
progress
Market-led growth 5%
in the downstream Qualitative and quantitative assessment 3.0%
Venturing and low carbon 5% by the committee. No numeric scale for
across multiple fronts vesting outcome – see page 106. 4.25%
Gas, power and 5%
renewables trading 2.75%
and marketing growth
Outcome 13.8%
Total formulaic 71.2%

score
Formulaic Underpin: Committee review of absolute shareholder returns, long-term safety 71.2%
vesting and environmental performance, low carbon and climate change considerations. final vesting
71.2% after committee
No adjustment
judgement

Executive directors’ pay for 2019

Single figure table – executive directors (audited)
Remuneration is reported in the currency Bob Dudley Brian Gilvary
in which the individual is paid (thousand) (thousand)
2019 2018 2019 2018
Salary and Salary $1,854 $1,854 £785 £769

benefits Benefits $84 $79 £59 £67
Retirement Pension and retirement saving – value increase a

$544 $0 £0 £0
benefits Cash in lieu of future accrual – – £252 £269
Annual Cash bonus $1,408 $845 £600 £353

bonus Shares – deferred for three years $1,408 $845 £600 £353
Performance Performance shares $7,937b $11,630 c £2,753b £4,295c

shares
Discontinued Deferred share awards from prior-year bonuses –d –d £1,510e £2,113e

plans
Total remunerationf $13,234 $15,253 £6,558 £8,219
Value attributed to share price appreciationg $131 $2,033 – £1,753
a For Bob Dudley this represents the aggregate value of the company match and investment gains on the accumulating unfunded BP Excess
Compensation (Savings) Plan (ECSP) account under Bob’s US retirement savings arrangements. Full details are set out on page 109. For Brian
Gilvary this represents the annual increase in accrued pension, net of inflation, multiplied by 20. In 2019 Brian’s salary increased by less than
inflation, hence there is no net increase in accrued pension, and zero is reported as per regulations. Full details are set out on page 109.
b Represents the vesting of shares on 18 February 2020 following the end of the 2017-19 performance period, based on the assessment of
performance achieved under the rules of the plan and includes accrued dividends on shares vested. The value of shares at vesting was
$36.09 for ADSs and £4.54 for ordinary shares.
c In accordance with UK regulations, in the 2018 single figure table, the performance outcome values were based on fourth quarter average
prices of $41.48 for ADSs and £5.33 for ordinary shares. In May 2019, after the external data became available, the committee reviewed the
relative reserves replacement ratio position, and this resulted in no adjustment to the final vesting of 80%. On 3 May 2019, 269,974 ADSs for
Bob Dudley and 776,611 ordinary shares for Brian Gilvary vested at prices of $43.08 and £5.53. The 2018 values for the total vesting have
increased by $587,301 for Bob Dudley and £211,889 for Brian Gilvary because of the higher share prices and additional accrued dividends.
d In line with previous practice Bob Dudley has voluntarily agreed to defer performance assessment and vesting of the awards related to his
2016 annual bonus until at least one year after retirement, therefore the performance period will exceed the minimum term of three years. As
stated in the 2017 and 2018 directors’ remuneration reports, Bob voluntarily deferred performance assessment and vesting of the 2014 and
2015 deferred and matching awards until at least one year after retirement. See the Deferred shares table on page 115 for further details on
these awards.
e The amounts reported for 2019 relate to the matching element of the 2014 annual bonus deferral, which Brian had voluntarily deferred for an
additional two years, and the deferred element of the 2016 annual bonus. These awards vested on 18 February 2020 at the market price of
£4.54 for ordinary shares and include accrued dividends on shares vested. The amounts reported for 2018 relate to the 2015 annual bonus,
comprising the underlying award that vested on 19 February 2019 at a market price of £5.38 (as disclosed in our 2018 report), and the
additional vesting of accrued dividends on 3 May 2019 at the market price of £5.53. See the Deferred shares table on page 115 for further
details on these awards.
f Due to rounding, the totals do not agree exactly with the sum of their component parts.
g The values shown for performance shares and deferred share awards include the share price appreciation, if any, experienced over the
applicable three-year vesting periods. This additional line shows the value of those awards that is directly attributable to share price
appreciation, being the number of shares vesting multiplied by the increase in share price from grant date to vesting date. The 2018 values
have been restated from the 2018 reported values to exclude share price growth relating to accrued dividends.

Overview of single figure outcomes (audited) Retirement benefits

Bob Dudley is provided with pension benefits and retirement savings
The single figures of total remuneration for Bob Dudley and Brian
through a combination of tax-qualified and non-qualified benefit plans.
Gilvary are $13.234 million and £6.558 million respectively. This is a
His normal retirement age is 60.
13% decrease for Bob, and a 20% decrease for Brian.
The BP Supplemental Executive Retirement Benefit Plan (SERB) is a
Salary and benefits
non-qualified defined benefit pension plan which provides a proportion
Bob Dudley’s salary remained at $1,854,000 throughout 2019. Brian
of earnings for each year of service. In 2019 his accrued defined benefit
Gilvary’s salary was increased by 2% to £790,500 with effect from
pension did not increase and in accordance with the requirements of UK
21 May 2019. Both executive directors received car-related benefits,
regulations, the amount included in the single figure table on page 108
assistance with tax return preparation, security assistance, insurance
is zero.
and medical benefits.
The BP Employee Savings Plan (ESP) is a US tax-qualified defined
2019 annual bonus and 2017-19 performance shares
contribution plan to which both Bob and BP contribute. The BP Excess
Please refer to pages 105-107 for details of the performance measures,
Compensation (Savings) Plan (ECSP) is a non-qualified, unfunded,
targets, results and the related reward outcomes for annual bonus and
retirement savings plan to which BP notionally contributes 7% of base
performance shares.
salary above the annual IRS limit. In 2019 Bob made contributions to the
Discontinued plans: deferral of 2014 and 2016 bonus ESP totalling $28,000 and BP made matching contributions to the ESP,
In accordance with 2014 policy, Bob Dudley and Brian Gilvary and notional contributions to the ECSP, totalling $129,780. In addition to
compulsorily deferred one third of their 2016 annual bonus and these contributions, Bob realised investment gains of $413,881 in his
each received an equivalent value matching award of BP shares. unfunded ECSP account (aggregating the unfunded arrangements
Both the deferred and matching awards were subject to a three-year relating to his overall service with BP and TNK-BP), hence the amount
performance period which ended on 31 December 2019. included in the single figure table is $543,661.
Bob has requested that the committee delay the performance Brian Gilvary is provided with pension benefits through a combination of
assessment and hence the vesting of his 2016 deferred and matching tax-qualified and non-qualified plans for service to 31 March 2011, but
awards. This is a continuing practice from previous years and reflects linked to his final salary, and a cash allowance for service thereafter. In
his ongoing commitment to the long-term success of BP, even post common with more than 3,800 UK employees employed prior to 2010
employment. These awards will vest, subject to an assessment against (or before 2014 in the North Sea) Brian is a member of the BP Pension
the original safety and environmental sustainability conditions, after Scheme (BPPS), a UK final salary defined benefit pension plan. Pension
his retirement. benefits accrued in excess of the individual lifetime tax allowance set by
legislation are provided to Brian via a non-qualified, unfunded pension
Brian had previously voluntarily requested that the committee delay
arrangement designed to mirror the design of the approved BPPS. His
the performance assessment and vesting of his 2014 matching award
normal retirement age is 60, although due to his long service, benefits
for two years. In 2018 he requested that the committee delay the
accrued before 1 December 2006 may be paid unreduced from age 55
performance assessment and vesting of his 2016 matching award
with BP’s consent.
until at least one year post employment.
In 2019 Brian’s salary increase was below inflation. In accordance with
For Brian’s 2014 matching award and 2016 deferred awards, the
the requirements of UK regulations, the amount included in the single
committee considered operational and financial performance and
figure table on page 108 is zero.
reviewed safety and environmental sustainability performance over the
2015-19 and 2017-19 periods, seeking input from the SESAC on safety Brian receives a cash allowance of 30% of salary (this will reduce to 25%
and sustainability measures. The committee concluded that safety on 1 June 2020 for his last month of service). This amount has been
performance continues to show improvement, with safety embedded in separately identified in the single figure table.
the culture of the organization and supporting strong operational and
financial performance. The committee concluded that these two History of group chief executive remuneration
awards should vest in full.
Total Performance
Total shares Group chief remuneration Annual bonus % shares % of
vesting, Year executive thousanda of maximum maximum
Shares Vesting including Total value 2010 b Tony Hayward £3,890 0 0
Name granted agreed dividends at vesting
Bob Dudley $8,057 0 0
Bob Dudleya
2011 Bob Dudley $8,439 66.7 16.7
2016 Deferred award 147,642 –a – –
2012 Bob Dudley $9,609 64.9 0
2016 Matching award 147,642 –a – –
2013 Bob Dudley $15,086 88.0 45.5
Brian Gilvaryb
2014 Bob Dudley $16,390 73.3 63.8
2014 Matching award 176,576 100% 246,359 £1,118,470
2015 Bob Dudley $19,376 100.0 74.3
2016 Deferred award 73,070 100% 86,176 £391,239
2016 Bob Dudley $11,904 61.0 40.0
2016 Matching award 73,070 –a –a –a
2017 Bob Dudley $15,108 71.5 70.0
a Vesting of these awards deferred until at least one year post employment, subject 2018 Bob Dudley $15,253 40.5 80.0
to conditions. 2019 Bob Dudley $13,234 67.5 71.2
b Based on a vesting share price of £4.54.
a Total remuneration figures include pension. The total figure is also affected by share vesting
outcomes and these amounts represent the actual outcome for the periods up to 2011, the
adjusted outcome for the years 2012 to 2018 where preliminary assessments of
performance for EDIP had initially been made, and the actual outcome for 2019.
b 2010 figures show full year remuneration for both Tony Hayward and Bob Dudley, although
Bob Dudley did not become group chief executive until October 2010.

2020 remuneration: Policy on a page

Approach: We will retain the structure that has served well since 2017, reserving increased flexibility to adapt as BP pursues its ambition to
become a net zero company by 2050 or sooner, and help the world get to net zero.
Salary and Salary will be reviewed annually. Increases are measured against Benefits are unchanged and include car-related provisions (or cash
benefits external pay relativity, and will not exceed the increase for our in lieu), security assistance, insurance and medical cover.
wider workforce.
Retirement New appointees from within the BP group retain previously accrued This is a material reduction from our 2017 policy.
benefits benefits. For their service as a director, retirement benefits will be
no more than the median provision offered to the wider workforce
in the UK.
Annual bonus Bonus is measured against an annual scorecard. Measures will The committee will set appropriately stretching targets for each
include financial (50%), operational (10%), safety (20%) and measure.
environmental (20%) goals.
Target bonus is 112.5%, and maximum bonus is 225% of salary.
The committee holds discretion to choose the specific measures to
Half of the bonus for each year is paid in cash, and half is delivered
be adopted within each of these categories and the relative
as a deferred share award vesting in three years.
weightings to assign to them to reflect the annual plan as agreed
with the board.
Numeric scales are set for each measure, to score outcomes

relative to targets.
Performance Performance shares are granted with a three-year performance At the outset of each award the committee will review the
shares period. Awards to be granted under this policy will vest in 2023, measures that are to govern the award, along with weightings and
2024 and 2025, and shares held until 2026, 2027 and 2028. targets, to ensure they remain focused on delivering the strategy
and are in the interests of shareholders.
Measures will include rTSR (40%), assessed against a broader peer
group, ROACE (30%) and an assessment related to the low carbon Annual grants will be at 500% of salary for the chief executive
transition (30%). officer, and 450% of salary for any other executive director.
These awards will vest in three years and in proportion to the
For 2020, the rTSR peer group will include additional energy
outcomes measured through the performance scorecard, with a
companies in our sector, but ones who also have low carbon
holding period that requires the shares to be retained for a further
businesses or material commitments, such as Equinor, ENI and
three years.
Repsol. Beyond 2020, the committee will consider additional
companies whose programmes provide meaningful challenge to The committee will assess safety outcomes over the perfomance
BP regarding its own lower carbon ambitions. cycle as an underpin in determining the final vesting percentage.
Shareholding Chief executive officer to build a shareholding of at least five times Executive directors are required to maintain that level for at least
requirement salary, and other executive directors four and a half times salary, two years post employment.
within five years of appointment.
Malus and Malus provisions may apply where there is: a material safety or Clawback provisions may apply where there is: an incorrect
clawback environmental failure; an incorrect award outcome due to outcome due to miscalculation or incorrect information; a
miscalculation or incorrect information; a restatement due to restatement due to financial reporting failure or misstatement of
financial reporting failure or misstatement of audited results; audited results; or material misconduct.
material misconduct; or other exceptional circumstances that the
committee considers similar in nature.
Committee Under this policy, the committee will hold flexibility to choose the The committee reserves discretion in determining the outcomes
flexibility measures and weightings to be adopted for each annual bonus and for annual bonus and performance shares, allowing it to take broad
performance shares scorecard, and to adjust the peer group for the views on alignment with shareholder experience, environmental,
rTSR measure, at the start of each performance cycle. societal and other inputs.
This will allow appropriate re-alignment, over the policy term, to the
anticipated evolution of the low carbon competitor market.
The table above shows an at-a-glance summary of our proposed 2020 executive director remuneration policy. For the full remuneration policy,
which will be proposed for shareholder approval at our 2020 AGM, please see pages 119 to 127.

Alignment with strategy

Bernard Looney recently announced a bold new purpose and ambition The strategic shift that BP signalled in February, and which will be
for BP, reaching out to 2050. This reframes a crucial part of our investor further detailed during our capital markets presentation in September,
proposition with an explicit commitment to the energy transition that sharply increases the need for the remuneration policy to reflect low
investors and wider society rightly expect. It also recommits us to carbon ambitions and the energy transition. For this reason, the
delivering competitive financial returns, through our ‘performing while environmental measure in annual bonus will increase from 10% to 20%
transforming’ programme. weighting, and the strategic measures for performance share vesting
are now explicitly tied to low carbon/energy transition, and carry a 30%
While the specifics of our strategic milestones are yet to be defined,
weighting. As BP’s leadership continues to develop specific strategic
our direction is clear. For alignment of remuneration policy to corporate
goals in this space, we are reserving committee discretion to define and
strategy, we will broadly retain our policy structure, while reserving
communicate the precise measures and weighting that will apply for the
specific flexibility to allow an evolution of performance measures and
performance share awards, and to adjust from cycle to cycle.
their weightings over the three-year policy term. Our 2017 policy
structure, driven by an annual bonus and three-year performance
shares, has allowed us to harness the energy and commitment of our
executive directors and senior leadership through a set of clearly
articulated and ambitious goals. By retaining flexibility to adjust
performance measures and weightings, we have been able to maintain
alignment between shareholders and executives even as BP’s strategy
has developed over time. We therefore believe that this combination of
structure and flexibility, that has served us well through the last policy
cycle, is equally well suited to the transition years ahead.
The annual bonus is determined in line with performance relative to
annual targets for safety, environmental, operational and financial
measures. Performance shares vest in line with performance relative to
three-year targets for rTSR, ROACE and a set of low carbon/energy
transition measures. This suite of measures allows for an end-to-end
alignment between our strategic direction, our executive focus and our
remuneration outcomes, always with the underpin of committee
discretion to adjust outcomes as appropriate to match shareholders’
own experience.
Safety is and will remain a core value, hence continues to drive a
material part of the bonus outcome, as well as forming part of the
committee’s ‘underpin’ consideration in the finalvesting of performance
shares. Likewise, BP has made clear strategic commitment to maintain
focus on financial returns to shareholders, which therefore remain
well-represented in the performance measures for annual bonus (50%
weighting) and performance shares (40% weighting on rTSR and 30%
weighting on ROACE). Reflecting the views of our shareholders, we
have reduced the rTSR weighting (from 50%) and also started to
widen the comparator group. For the first performance share cycle
under the new 2020 policy, the comparator group is expanded from the
four super majors to include ENI, Equinor and Repsol, all of whom have
some lower carbon elements in their strategies. We have studied
opportunities to expand the peer group further. But we conclude that
other low carbon operators and indices have yet to reach sufficient
maturity for inclusion at this time. Nevertheless it is possible that this
will change during the policy cycle and hence we retain the discretion to
introduce other companies or an index of low carbon companies in the
coming equity cycles within the life of this policy.

Wider workforce in 2019 • An analysis of the use of equity-based reward, to understand the
extent to which equity forms a core element of reward in different
Workforce experience locations and business areas.
• The structure of workforce pensions in the US and UK, to deepen our
Delivery of our strategy, both near and long term, depends upon BP’s
understanding of the variety of entitlements that exist across
success in attracting and engaging a highly talented workforce, and on
different levels of the organization, given obligations to honour
equipping our people with the skills for the future. While the board
legacy arrangements from prior policies.
considers ways to deepen engagement with the workforce, and to
understand the workplace in its broadest sense, the remuneration This wider workforce context is helpful to our thinking about future
committee continues to receive and review information on pay reward policies. Aside from our specific oversight of remuneration in
outcomes and processes for our wider workforce. the IST business, the committee does not intend to supplant the
appropriate role of management in setting rewards for the wider
During 2019, we have taken a measured path towards deepening our
workforce. But the committee believes our engagement and our own
understanding of this complex field by studying these five areas:
experiences in other companies and other industries can be additive to
• The overall demographics of the workforce, to understand where we the thought process of management.
employ our people, at what levels within the organization, and in what
In addition to the board’s workforce engagement initiatives, as a
business areas.
committee we have started a programme of engagement directly
• The distinct reward frameworks used by our major business areas, to
related to remuneration. This includes focus group sessions related to
understand different approaches to fixed pay, incentives and benefits.
our remuneration practices and the connectivity we see between
This review included a detailed consideration, by way of case study
executive and wider workforce remuneration.
examples, of the progression of total reward across the job hierarchy
in seven representative business areas.
• A deeper look at annual bonus, to build a greater appreciation of the
business and geographic profile of our total bonus spend, and how
target levels of bonus vary across the employee hierarchy in our top
eight countries.
Summary of remuneration structure for employees below the board

Element Policy features for the wider workforce Comparison with executive director remuneration
Salary Our salary is the basis for a competitive total reward package for all The salaries of our executive directors and executive team form the basis
employees, and we conduct an annual salary review for all non-unionized of their total remuneration, and we review these salaries annually.
employees.
The primary purpose of the review is to stay aligned with relevant market
As we determine salaries in this review, we take account of market rates comparators, although we ensure any increases are kept within the
of pay at relevant comparators, the skills, knowledge and experience of budgets set for our wider workforce salary review.
each individual, relativity to peers within BP, individual performance, and
the overall budget we set for each country.
In setting the budget each year, we assess how employee pay is

currently positioned relative to market rates, forecasts of any further
market increases, and business context related to such things as growth
plans, workforce turnover and affordability.
Pensions and We offer market-aligned benefits packages reflecting normal practice in Other than the addition of security-related benefits, our executive
benefits each country in which we operate. Where appropriate, and subject to director benefit packages are broadly aligned with other employees who
scale, we offer significant elements of personal benefit choice to our joined BP in the same country at the same time.
employees. Given the variety of markets in which we operate, and with
For new executive directors, pension benefits have been sharply
the aspect of choice available to many employees, there is no identifiable
reduced. Bernard Looney’s cash-in-lieu of pension allowance is set at
pension rate for our wider workforce. For context, however, a majority of
15% of salary. His defined benefit calculation is based on his pre-
our UK employees are entitled to a 15% (of salary) benefits budget.
appointment salary and his accrued service is capped.
Annual bonus Approximately half of our global workforce participate in an annual cash Annual bonus for executive directors is directly related to the same group
bonus plan that multiplies a target bonus amount by a performance performance measures and outcomes as the wider workforce, but
factor in the range 0 to 2. The performance factor is an average of without the individual performance element.
performance outcomes measured at a group and individual level. This
structure places equal emphasis on the importance of an employee’s
personal contribution and the results achieved by BP.
We operate different bonus plans for those distinct parts of our business
where remuneration models in the market are markedly different, such
as our trading and marketing businesses.
Performance We operate a performance share plan with three-year vesting for Performance shares for our executive directors are assessed using the
shares employees from our professional entry level and above. Operation varies same group performance scorecard used for the group leader
based on seniority in three broad tiers: group leaders (approximately 400); performance shares.
senior leaders (approximately 4,000); and all other professional employees
(approximately 35,000 potential participants, of whom 20% will
participate). Vesting is subject to group performance outcomes for the
group leader population only.

Group chief executive-to-employee pay ratio Equal pay and UK gender pay gap reporting
Since 2016 we have disclosed the ratio between our group chief As well as looking at pay structures, the committee has spent time
executive’s total remuneration and the median remuneration of a understanding how effectively current pay policies and processes
comparator group of our UK and US professional and managerial maintain fairness and avoid bias in pay outcomes. We noted BP’s 2019
workforce (representing 38% of our global professional workforce). UK gender pay gap reporting, published in March 2020, for the five legal
This calculation highlights pay differentials across the concentrated entities covered by the regulations, and the explanations provided in the
portion of our workforce and thus we have retained this voluntary narrative that accompanied BP’s reporting.
measure for the purpose of comparison over time.
Overall the committee feels assured that the anti-discrimination
For 2019, however, we also report the pay ratio based on the new controls written into pay policies, and the quality of processes behind
requirements set out in the 2018 regulations. Given the markedly individual pay decision making, are effective in delivering an equal pay
different comparator groups, the voluntary and required pay ratios environment (like pay for like work) for the wider workforce. While the
are not directly comparable. The different ratios arise because of two UK gender pay gap reporting showed pay gaps in favour of men for four
key differences: the required method includes BP hourly paid retail out of the five entities, we understand that these gaps result largely
workforce in its fuels and convenience stations who are employed in from the relative under-representation of women in senior roles, and
roles which attract relatively lower market rates of pay; and the required that the group’s primary focus should therefore be on improving
method excludes the majority of our professional workforce, namely representation of women, rather than adjusting pay practices. We are
those outside the UK, such as our Houston, Texas campus. encouraged by the various initiatives taken by management to address
these representation concerns and will continue to monitor progress.
25th 50th 50th 75th The illustration below, from our 2019 UK gender pay gap reporting (the
percentile percentile percentile percentile most recent available), highlights the representation issue and how it
Year Method pay ratio pay ratio total pay pay ratio
relates to the gender pay gap for each entity. For instance, our larger
2018 BP voluntary – 106:1 $136,865 – median gender pay gaps relate to BP Exploration and BP p.l.c. where
$147,612/ we have the largest differential between representation of women in
2019 BP voluntary – 89:1a £115,683a – the top and bottom pay quartiles. By contrast, we reported a negative
2019 Option A b
543:1 c
188:1df £55,071 82:1e median pay gap in BP Chemicals (-12.4%), where male to female
representation is more balanced.
a Remuneration converted from $ to £ at an exchange rate of 1.276.
b Option A has been selected as it is the most accurate approach. Pay and benefits have been
calculated using values for the year ended 31 December 2019 and no broadly applicable
components of pay or benefits have been omitted. Full-time equivalent remuneration has
been calculated by mathematical engrossment. BP Exploration Operating
c The relevant 25th percentile values are £19,108 total pay and benefits, and £18,845 salary. BP Chemicals Limited Company Limited
d The relevant 50th percentile values are £55,071 total pay and benefits, and £38,800 salary. median pay gap -12.4% median pay gap 24.9%
e The relevant 75th percentile values are £126,085 total pay and benefits, and £74,200 salary.
f The company believes that the 50th percentile pay ratio reflects total pay and benefits values Upper 74% 26% Upper 90% 10%
fully in line with reward policies for the group chief executive and the median UK employee
respectively, and consequently that the ratio is consistent with policy. 73% 27% 84% 16%
88% 12%
Percentage change comparisons: 80% 20%
GCE remuneration versus UK workforce Lower 75% 25% Lower 58% 42%
BP Chemicals is our petrochemicals business BP Exploration covers Upstream activities
in the UK, principally our operation in Hull. in the UK, principally North Sea operations.
Comparing 2019 to 2018 Salary Benefits Bonus
% change in GCE remuneration 0% 6.3% 66.7% Men Women
% change in comparator group remuneration 3.8% 1.0% 16.8% BP Oil UK Limited BP Express Shopping Limited
median pay gap 9.5% median pay gap 4.0%
The comparator group used here is our UK workforce, in line with the
Upper 69% 31% Upper 61% 39%
required basis for chief executive to employee pay ratio reporting and
therefore provides a measure of consistency in reporting. 61% 39% 60% 40%
Relative importance of spend on pay 69% 31% 49% 51%

($ million)
Lower 42% 58% Lower 38% 62%
Distributions to Remuneration paid to Capital investment
shareholders all employees BP Oil represents our Downstream BP Express Shopping is our largest UK
15,238 15,140 fuels and lubricants businesses. employing business, concerned with retail
operations supporting our UK-wide network
of forecourts.
10,497b
9,844a 9,872 BP p.l.c.
8,435a median pay gap 18.9%
Upper 71% 29%
66% 34%
56% 44%
2019 2018 2019 2018 2019 2018
Lower 37% 63%
a Distributions to shareholders comprise dividend payments of $8,333 million.
($8,080 million in 2018) and share buybacks at a cost of $1,511 million ($355 million in 2018). BP p.l.c. predominantly covers employees in Bar charts represent the balance between
See page 299 for details. corporate business and functions, including male ( ) and female ( ) employees in each
b This amount was misstated as $10,494 in our 2018 report. our integrated Supply and Trading and Air total pay quartile of the relevant business.
BP businesses.

Stewardship and executive director interests Value of current Multiple of

Director Appointment date shareholding salary achieved
We believe that our executive directors should have a material interest Bob Dudley October 2010 $28,145,173 15.18 x salary
in the company, both during their tenure and after they leave BP. Our Brian Gilvary January 2012 £12,808,714 16.20 x salary
recent shareholding policy therefore required executive directors to
build a personal shareholding of five times their salary within five years Bob and Brian have interests in both performance shares and deferred
of their appointment. They were expected to maintain personal bonus shares under the executive directors’ incentive plan (EDIP). The
shareholdings of at least two and a half times salary for two years post share interests are shown in aggregate and by plan in the tables below.
employment. Updates to this policy are proposed as an integral part of These figures show the maximum possible vesting levels. The actual
our 2020 remuneration policy, as detailed on page 121. number of shares/ADSs that vest will depend on the extent to which
Directors’ shareholdings (audited) performance conditions are satisfied.
The tables below detail the personal shareholdings of each current
Unvested Unvested Unvested
and recent executive director. Both Bob Dudley and Brian Gilvary ordinary shares ordinary shares Changes from ordinary shares
significantly exceed the policy requirement at 3 March 2020, with or equivalents at or equivalents as 31 Dec 2019 to or equivalents at
Bernard Looney building towards the policy requirement that applies Director 1 Jan 2019 31 Dec 2019 3 Mar 2020 3 Mar 2020
five years from his appointment on 5 February 2020. These figures Bob Dudleya 6,825,606b 6,639,882 -1,343,142 5,296,740
include all beneficial and non-beneficial ownership of shares of BP Brian Gilvary 3,291,614 2,905,764 -845,629 2,060,135
(or calculated equivalents) that have been disclosed to the company.
a Held as ADSs.
b This shareholding has been re-based to reflect the 500% of salary grant level of the 2017
Ordinary shares Ordinary shares Changes from Ordinary shares
policy, in place of the original 550% per the 2014 policy.
or equivalents at or equivalents at 31 Dec 2019 to or equivalents at
Director 1 Jan 2019 31 Dec 2019 3 Mar 2020 3 Mar 2020
Bob Dudleya 3,718,284 4,592,208 698,238 5,290,446
Brian Gilvary 2,043,899 2,593,708 492,729 3,086,437
a Held as ADSs.
Performance shares (audited)

Share element interests Interests vested in 2019 and 2020
Potential maximum performance sharesa Number of
Performance Date of award of ordinary shares Face value of
period performance shares At 1 Jan 2019 Awarded 2019 At 31 Dec 2019 vested Vesting date award, £
Bob Dudleyb 2016-18 4 Mar 2016 1,645,074 c – – 1,619,844 d 3 May 2019 d –
2017-19 19 May 2017 1,571,628 – 1,571,628 1,319,478e 18 Feb 2020 e –
2018-20 22 May 2018 1,395,600 – 1,395,600 – – 8,206,128 f
2019-21 19 Feb 2019 – 1,340,766 1,340,766 – – 7,199,913g
Brian Gilvary 2016-18 4 Mar 2016 786,559 – – 776,611d 3 May 2019 d –
2017-19 19 May 2017 722,093 – 722,093 606,347e 18 Feb 2020 e –
2018-20 22 May 2018 696,705 – 696,705 – – 4,096,625f
2019-21 19 Feb 2019 – 654,315 654,315 – – 3,513,672g
a For awards under the 2016-18 plan, performance conditions are measured one third on TSR relative to Chevron, ExxonMobil, Shell and Total (‘comparator companies’); one third on operating
cash flow; and one third on a balanced scorecard of strategic imperatives. There is no identified overall minimum vesting threshold level but to comply with UK regulations a value of 44.4%,
which is conditional on the TSR, operating cash flow, each of the strategic imperatives and strategic progress reaching the minimum threshold, has been calculated.
For awards under the 2017-19 plan, performance conditions are measured 50% on TSR relative to the comparator companies over three years, 30% on ROACE based on performance in
2019, and 20% on strategic progress assessed over the performance period.
For awards under the 2018-2020 plan, performance conditions are measured on the same basis as the 2017-2019 plan, except ROACE which will be based on performance in the last two
years of the performance period (i.e. 2019 and 2020).
For awards under the 2019-2021 plan, performance conditions are measured 50% on TSR relative to the comparator companies over three years, 30% on strategic progress assessed over
the performance period and 20% ROACE averaged over the full performance period. In the event that no threshhold performance targets are met, no shares would vest unless the
committee found reason to exercise discretion.
Each performance period ends on 31 December of the third year.
b Bob Dudley received awards in the form of ADSs. The above numbers reflect calculated equivalents in ordinary shares. One ADS is equivalent to six ordinary shares.
c Bob Dudley has requested that the EDIP performance shares vesting in respect of the performance period 2016-2018 is based on the 500% maximum annual award level which applies
under the 2017 directors’ remuneration policy, rather than the 550% maximum annual award level which applied under the 2014 directors’ remuneration policy.
d Represents vestings of shares made at the end of the relevant performance period based on performance achieved under rules of the plan and includes reinvested dividends on the shares
vested. This 2016-2018 award vested on 3 May 2019. The market price of each share at the vesting date was £5.48 and for ADSs was $43.08. Details can be found in the single figure table
on page 108.
e Represents vestings of shares made at the end of the relevant performance period based on performance achieved under rules of the plan and includes reinvested dividends on the shares
vested. This 2017-2019 award vested on 18 February 2020. The market price of each share at the vesting date was £4.54 and for ADSs was $36.09. Details can be found in the single figure
table on page 108.
f The face value has been calculated using the market price at closing of ordinary shares on 22 May 2018 of £5.88.
g The face value has been calculated using the market price at closing of ordinary shares on 19 February 2019 of £5.37.

Deferred shares (audited)a

Deferred share element interests
Potential maximum deferred shares Interests vested in 2019 and 2020
Number of Face
Date of award ordinary value of
Bonus Performance of deferred At 1 Jan Awarded At 31 Dec shares Vesting the award,
year Type period shares 2019 2019 2019 vested date £
Bob Dudleybc 2014 Comp 2015-17 11 Feb 2015 147,054 – 147,054 – – 655,861d
Vol 2015-17 11 Feb 2015 147,054 – 147,054 – – 655,861d
Mat 2015-17 11 Feb 2015 294,108 – 294,108 – – 1,311,722d
2015 Comp 2016-18 04 Mar 2016 275,892 – 275,892 – – 1,015,283e
Vol 2016-18 04 Mar 2016 275,892 – 275,892 – – 1,015,283e
Mat 2016-18 04 Mar 2016 551,784 – 551,784 – – 2,030,565e
2016 Comp 2017-19 19 May 2017 147,642 – 147,642 – – 696,870 f
Mat 2017-19 19 May 2017 147,642 – 147,642 – – 696,870 f
2017 Comp 2018-20 22 May 2018 226,236 – 226,236 – – 1,330,268 g
2018 Comp 2019-21 19 Feb 2019 118,584 118,584 – – 636,796h
Brian Gilvary 2014 Mat 2015-17 11 Feb 2015 176,576 – 176,576 246,359 i
18 Feb 20 –
2015 Comp 2016-18 04 Mar 2016 159,021 – 159,021 196,262j 19 Feb 19 –
Vol 2016-18 04 Mar 2016 159,021 – 159,021 196,262j 19 Feb 19 –
Mat 2016-18k 04 Mar 2016 318,042 – 318,042 – – 1,170,395e
2016 Comp 2017-19 19 May 2017 73,070 – 73,070 86,176i 18 Feb 20 –
Mat 2017-19 l 19 May 2017 73,070 – 73,070 – – 344,890 f
2017 Comp 2018-20 22 May 2018 127,457 – 127,457 – – 749,447g
2018 Comp 2019-21 19 Feb 2019 64,436 64,436 – – 346,021h
a Since 2010, vesting of the deferred shares has been subject to a safety and environmental sustainability hurdle. If the committee assesses that there has been a material deterioration in
safety and environmental performance, or there have been major incidents, either of which reveal underlying weaknesses in safety and environmental management, then it may conclude
that shares should vest only in part, or not at all. In reaching its conclusion, the committee will obtain advice from the SESAC. There is no identified minimum vesting threshold level.
b Bob Dudley received awards in the form of ADSs. The above numbers reflect calculated equivalents in ordinary shares. One ADS is equivalent to six ordinary shares.
c Bob Dudley has voluntarily agreed to defer vesting of these awards until the later of one year post employment or the end of the relevant performance period, therefore the performance
period will exceed the minimum term of three years.
d The face value has been calculated using the market price of ordinary shares on 11 February 2015 of £4.46.
e The face value has been calculated using the market price of ordinary shares on 4 March 2016 of £3.68.
f The face value has been calculated using the market price of ordinary shares on 19 May 2017 of £4.72.
g The face value has been calculated using the market price of ordinary shares on 22 May 2018 of £5.88.
h The face value has been calculated using the market price of ordinary shares on 19 February 2019 of £5.37
i Represents vestings of shares made at the end of the relevant performance period based on performance achieved under rules of the plan and includes reinvested dividends on the shares
vested. The market price of each share used to determine the total value at vesting on the vesting date of 18 February 2020 was £4.54.
j Represents vestings of shares made at the end of the relevant performance period based on performance achieved under rules of the plan and includes reinvested dividends on the shares
vested. The market price of each share used to determine the total value at vesting on the vesting date of 19 February 2019 was £5.38. These totals include the accrual of dividends which
vested on 3 May 2019.
k Brian Gilvary has voluntarily agreed to defer vesting of these matching awards for a total of five years with a further one-year retention period.
l Brian Gilvary has voluntarily agreed to defer vesting of this matching award to at least one year post employment.
In common with many of our UK employees, Brian Gilvary holds options under the BP group Save As You Earn (SAYE) schemes as shown below.
These options are not subject to performance conditions.
Share interests in share option plans (audited)
Market price Date from
At 1 Jan At 31 Dec Option at date of which first Expiry
Option type 2019 Granted Exercised 2019 a price exercise exercisable date
Brian Gilvary BP 2011b 400,000 – – 400,000 £3.72 – 07 Sep 14 07 Sep 2021
SAYE 3,103 – 3,103 – £2.90 £5.07 01 Sep 19 28 Feb 2020
SAYE – 2,064 – 2,064 £4.36 01 Sep 22 28 Feb 2023
a The closing market prices of an ordinary share on 31 December 2019 was £4.72.
During 2019 the highest market price was £5.83 and the lowest market price was £4.62.
b BP 2011 means the BP 2011 plan. These options were granted to Brian Gilvary prior to his appointment as a director and are not subject to performance conditions.
Bob Dudley and Brian Gilvary have no interests in BP preference shares, debentures or option plans (other than as listed above), and no interests in
shares or loan stock of any subsidiary company.
No directors or other senior managers own more than 1% of the ordinary shares in issue. At 3 March 2020, our directors and senior managers
collectively held interests of 19,004,688 ordinary shares or their calculated equivalents, 7,699,795 restricted share units (with or without
conditions) or their calculated equivalents, 8,542,463 performance shares or their calculated equivalents and 4,299,972 options over ordinary
shares or their calculated equivalents, under BP group share option schemes.

Post employment share ownership interests

As we reported last year, Bob Dudley and Brian Gilvary will retain significant interests in BP post employment. They have given their personal
commitment as executive directors to maintain actual holdings equivalent to two and a half times salary for two years post employment. The
commitment is guaranteed by the fact that their anticipated interests in share awards under group plans which remain subject to vesting and/or holding
periods at the time they leave BP exceed the two and a half times salary threshold. Although we are instituting a formal post employment share
ownership requirement as part of our 2020 policy, given the foregoing, we see no need to modify the commitments of these outgoing executives.
Non-executive director outcomes and interests

The board’s remuneration policy for the chairman and non-executive directors (NEDs) was approved at the 2017 AGM and implemented during
2017. There has been no variance of the fees or allowances for the chairman and the NEDs since approval in 2017.
Chairman
The fee structure for the chairman, which has been in place since May 2013, is £785,000 per year. The chairman is not eligible for committee
chairmanship and membership fees or intercontinental travel allowance. As chairman throughout 2019, Helge Lund had the use of a fully
maintained office for company business, a car and driver, and security advice in London. The table below shows the fees paid for the year ended
31 December 2019.
2019 remuneration (audited)
Fees Benefitsa Totalb
£ thousand 2019 2018 2019 2018 2019 2018
Helge Lundc 785 46 95d 122d 880 169
Carl-Henric Svanberge – 785 – 24 – 809
a Benefits include travel and other expenses relating to attendance at board and other meetings. Amounts disclosed have been grossed up using a tax rate of 45%, where relevant, as an
estimation of tax due.
b Due to rounding, the totals may not agree exactly with the sum of the component parts.
c Appointed as a director on 26 July 2018 and as chairman on 1 January 2019.
d Benefits include relocation expenses.
e Resigned on 31 December 2018.
The figures below include all the beneficial and non-beneficial interests of the chairman in shares of BP (or calculated equivalents) that have been
disclosed according to the disclosure guidance and transparency rules in the Financial Conduct Authority handbook (‘the DTRs’) as at the applicable
dates. The chairman’s holdings as at 31 December 2019, as a percentage of the shareholding policy, were 361%.
Ordinary
Ordinary shares Ordinary shares Changes from shares or
or equivalents at or equivalents as 31 Dec 2019 to equivalents at
1 Jan 2019 31 Dec 2019 3 Mar 2020 3 Mar 2020
Helge Lund 600,000 600,000 – 600,000
Non-executive directors’ fee structure

The table below shows the fee structure for non-executive directors, per our 2017 policy.
Fees
£ thousand
Senior independent directora 120
Board member 90
Audit, geopolitical, remuneration and SESA committees chairmanship feesb 30
Committee membership feec 20
Intercontinental travel allowance 5
a The senior independent director is eligible for committee chairmanship fees and intercontinental travel allowance plus any committee membership fees.
b Committee chairmen do not receive an additional membership fee for the committee they chair.
c For members of the audit, geopolitical, SESA and remuneration committees.

2019 remuneration (audited)

Fees Benefitsa Totalb
£ thousand 2019 2018 2019 2018 2019 2018
Nils Andersen 161 132 11 11 172 144
Alan Boeckmannc 68 155 6 10 74 165
Admiral Frank Bowmanc 74 160 6 14 80 174
Dame Alison Carnwathd 115 74 33 47 148 121
Pamela Daleye 164 55 37 42 201 97
Sir Ian Davis 165 170 5 2 170 172
Professor Dame Ann Dowlingf 140 158 3 2 143 159
Melody Meyer 152 160 16 26 168 186
Brendan Nelson 150 150 11 12 161 162
Paula Rosput Reynolds 170 166 36 33 206 200
Sir John Sawers 145 150 1 1 146 151
a Benefits include travel and other expenses relating to the attendance at board and other meetings. Amounts disclosed have been grossed up using a tax rate of 45%, where relevant, as an
estimation of tax due.
b Due to rounding, the totals may not agree exactly with the sum of the component parts.
c Resigned on 21 May 2019.
d Appointed 21 May 2018.
e Appointed 26 July 2018.
f Fee includes £25,000 for chairing and being a member of the BP technology advisory council.
Non-executive director fees are reviewed on a regular basis and were last changed in 2012. This year, following a review of the increasing time
commitment associated with the role and taking into account non-executive director fees against those of comparable UK listed companies, the
fee structure below will be adopted from 1 June 2020.
Fees
£ thousand
Senior independent directora 155
Board member 115
Audit, geopolitical, remuneration and SESA committees chairmanship feesb 35
Committee membership feec 20
a The senior independent director is eligible for committee chairmanship fees plus any committee membership fees, excluding the nomination and governance committee.
b Committee chairmen do not receive an additional membership fee for the committee they chair.
c A membership fee is not payable for the chairman’s committee.
The board has decided to remove the intercontinental travel allowance to simplify the structure of non-executive director fees, although under
the proposed policy it retains the flexibility to reintroduce such an allowance. In addition, following a review of the time commitment required, a fee
of membership of the nomination and governance committee will be introduced in line with other committee membership fees to compensate for
the increased time commitment. The senior independent director will not be eligible for this fee and no fee is payable for chairing the nomination
and governance committee.
Non-executive directors’ interests
The figures below indicate and include all the beneficial and non-beneficial interests of each non-executive director of the company in shares of BP
(or calculated equivalents) that have been disclosed to the company under the DTRs as at the applicable dates.
Ordinary shares Ordinary shares Changes from Ordinary shares

or equivalents at or equivalents at 31 Dec 2019 to or equivalents at Value of current % of policy
1 Jan 2019 31 Dec 2019 3 Mar 2020 3 Mar 2020 shareholdinga achieved
Nils Andersen 125,000 125,000 – 125,000 £518,750 576%
Alan Boeckmannb 44,812cd
Admiral Frank Bowmanb 24,864 c
Dame Alison Carnwath 17,700 17,700 – 17,700 £73,455 82%
Pamela Daley 17,592c 17,592c – 17,592c $93,589 82%
Sir Ian Davis 50,296 52,671 – 52,671 £218,585 243%
Professor Dame Ann Dowling 22,320 22,320 – 22,320 £92,628 103%
Melody Meyer 20,646 c 20,646 c – 20,646 c $109,837 96%
Brendan Nelson 11,040 11,040 – 11,040 £45,816 51%
Paula Rosput Reynolds 73,200 c 73,200 c – 73,200 c $389,424 339%
Sir John Sawers 15,030 15,506 6,494 22,000 £91,300 101%
a Based on share and ADS prices at 3 March 2020 of £4.15 and $31.92.
b Resigned on 21 May 2019.
c Held as ADSs.
d Amended from 44,772 as originally disclosed in the 2018 report.

Other disclosures Freshfields Bruckhaus Deringer LLP (‘Freshfields’) provided legal advice
on specific compliance matters to the committee.
Payments for loss of office and payments to past PwC and Freshfields provide other advice in their respective areas to
directors (audited) the group. During the year, PwC provided BP with services including:
We made no payments for loss of office during or in respect of 2019 subsidiary company secretarial support; global mobility; internal audit
to current or former directors. Sir Ian Prosser (who retired as a non- subject matter expertise; cyber security risk reviews; tax modernization;
executive director of BP in April 2010) was appointed as a director and low carbon strategy consulting; digital, data analytics and IT
non-executive chairman of BP Pension Trustees Limited on 1 October implementation services.
2010. During 2019, he received £100,000 for this role. Other than this,
we made no payment to any past director of BP during 2019 (we have Shareholder engagement
no de minimis threshold for such disclosures).
Throughout 2019 we continued to discuss remuneration policy and
Historical TSR performance approach with many of our largest shareholders, as well as investor
representative bodies. We plan to continue this dialogue in 2020, as we
250 consider updates to our remuneration policies for 2020 and beyond.
200 The table below shows the votes on the report for the last three years.
AGM directors’ remuneration report vote results
150
% vote % vote Votes
Year ‘for’ ‘against’ withheld
100
2019 95.93% 4.07% 337,586,814
50 2018 96.42% 3.58% 42,741,541
2017 97.05% 2.95% 63,453,383
0
2010 2013 2016 2019
The remuneration policy was approved by shareholders at the 2017 AGM
BP
FTSE 100 on 17 May 2017. The votes on the policy are shown below.
2017 AGM directors’ remuneration policy vote results
This graph shows the growth in value of hypothetical £100 investments
in BP p.l.c. ordinary shares, and in the FTSE 100 Index (of which % vote % vote Votes
Year ‘for’ ‘against’ withheld
BP is a constituent), over 10 years from 31 December 2009 to
31 December 2019. 2017 97.28% 2.72% 36,563,886
Independence and advice External appointments

The board considers all committee members to be independent The board supports executive directors taking up appointments
with no personal financial interest, other than as shareholders, in the outside the company to broaden their knowledge and experience.
committee’s decisions. Further detail on the activities of the committee, Each executive director is permitted to retain any fee from their external
advice received, and shareholder engagement is set out in the appointments. Such external appointments are subject to agreement by
remuneration committee report on page 101. the chairman and reported to the board. Any external appointment must
not conflict with a director’s duties and commitments to BP. Details of
During 2019 Hannah Ashdown and, from his appointment as company
appointments as non-executive directors of publicly listed companies
secretary on 7 May 2019, Ben Mathews, both of whom were employed
during 2019 are shown below.
by the company and reported to the chairman of the board, acted as
secretary to the remuneration committee. Appointee Additional position held at
Director company appointee company Total fees
The committee also received advice on various matters relating to the
remuneration of executive directors and senior management from Bob Dudley Rosnefta Director 0
Helmut Schuster, executive vice president, group human resources, Brian Gilvary Air Liquide SA Non-executive director Euros 77,500
and Ashok Pillai, vice president, group reward.
a Bob Dudley holds this appointment as a result of the company’s shareholding in Rosneft.
PricewaterhouseCoopers LLP (‘PwC’) continued to provide
independent advice to the committee in 2019, following its appointment
as independent adviser to the committee in September 2017, following
a competitive tender process. None of PwC’s consultants advising the
BP remuneration committee have any connection with the company’s
directors. Advice included, for example, support with the remuneration
policy review and remuneration benchmarking. PwC is a member of the
Remuneration Consulting Group and, as such, operates under the code
of conduct in relation to executive remuneration consulting in the UK.
The committee is satisfied that the advice received is objective and
independent. Total fees or other charges (based on an hourly rate) for
the provision of remuneration advice to the committee in 2019 (save in
respect of legal advice) were £144,175 to PwC.

Directors’ remuneration report – the 2020 policy

In this part of our report we set out our directors’ remuneration policy for 2020 and subsequent years (the ‘2020 policy’). We will present this 2020
policy to shareholders at the 2020 annual general meeting and, subject to shareholder approval, it will take effect for the 2020 financial year.
Remuneration principles
In preparation for the review of our directors’ remuneration policy, the committee gave deep consideration to the changing reward frameworks for
the wider workforce, alongside our more specific debates on executive remuneration. All of this is in the context of a changing business model as
we evolve to meet and contribute to the low carbon energy transition. From this, we have drawn a unifying set of remuneration principles that
apply equally to executives, and to employees at all levels of our workforce hierarchy.
Alignment Our remuneration programmes will align with BP’s strategic priorities, long-term success and shareholders’ experience.
In delivering our remuneration programmes across the globe we will reflect the policies and practices of the respective markets in
which we operate.
Competitiveness Total remuneration will be competitive for the role taking into account scale, sector, complexity of responsibility and geography.
When setting senior executive pay, we will consider both external pay relativity and wider workforce remuneration and conditions.
Pay for performance We promote a culture where all employees are accountable for delivering performance .
Depending on the level of the individual in the organization, we use variable pay to incentivize delivery against performance.
Pay will be delivered with an emphasis on long-term equity in line with seniority.
Performance measures and targets will seek to balance collective BP success with clear line of sight for participants.
Remuneration outcomes aim to reflect sustained long-term underlying performance of BP. Factors beyond the control of management
will be adjusted in determining final outcomes.
Judgement We will use discretion and judgement to review formulaic performance outcomes to arrive at fair and balanced remuneration outcomes for
both BP and employees.
Sustainability Remuneration programmes will support the development of a long-term sustainable business informed by environmental, societal and
other inputs.
Performance targets and measures will typically be chosen with due regard to incentives for prudent risk taking.
Individual contribution and values and behaviours will be reflected in remuneration outcomes.
Consideration of shareholder views

We have reflected on the valuable shareholder engagement exercise that led to the significant changes from our 2014 to 2017 policy. In our view,
those changes have stood up well over the last three years, have delivered remuneration outcomes that align to shareholders’ own experience, and
have encouraged strategic decisions appropriate for the long term. Notably, the current 2017 policy also corresponds well to our recently concluded
remuneration principles, shown above.
Throughout 2019 we consulted widely with shareholder representatives individually and collectively. In particular through a constructive listening
session with our largest shareholders in September 2019, we identified four broad themes for our future policy direction:
• Clear end-to-end alignment from strategy, through measurable performance indicators and reward outcomes, to shareholder experience
• Balance our contribution to the energy transition with delivering shareholder returns. The committee was encouraged to use appropriate
discretion, given the complexity of the environment in the energy transition
• Assure that strategic moves align to long-term sustainability, relative to a wide peer group
• Use meaningful and transparent measures to reflect our progress in the energy transition and reductions to our carbon impact.
We have concluded that the strongly performance-oriented reward model that has served us well in recovery from the aftermath of the 2010
Deepwater Horizon oil spill, and particularly the structure of our 2017 policy, broadly remains the right frame as we look ahead to the equally great
challenge of reducing our carbon footprint. The 2020 policy set out below therefore retains and builds upon the 2017 policy structure, and thus
commands the advantage of being well-understood and accepted by our executives and wider workforce alike.

Directors’ remuneration report – 2020 policy
Policy table – executive directors

Salary and benefits
Purpose To provide fixed remuneration to reflect the scale and complexity of both the business and the role, and to be competitive with the
external market.
Operation and Salary Benefits

opportunity Salary levels will relate to the nature of the role, performance Executive directors are entitled to receive those benefits available
of the business and the individual, market positioning and pay to all BP employees generally, such as participation in all-employee
conditions in the wider BP group. There is no maximum salary share plans, sickness pay, relocation assistance and parental leave.
under the policy. Benefits are not pensionable.
When setting salaries, the committee considers practice in other Executive directors may receive other benefits that are judged to
oil and gas majors as well as European and US companies of a be cost effective and appropriate in terms of the individual’s role,
similar size, geographic spread and business dynamic to BP. The time and/or security. These include car-related benefits or cash
committee will consider salary increases for the most senior in lieu, security, assistance with tax return preparation, insurance
management and the wider workforce. In particular, percentage and medical benefits. The company may meet any tax charges
increases for executive directors will not exceed increases for the arising on business-related benefits provided to directors, for
broader employee population, other than in specific circumstances example security.
identified by the committee (e.g. in response to a substantial
The taxable value of benefits provided may fluctuate during the
change in responsibilities).
period of this policy, depending on the cost of provision and a
Salaries are normally set in the home currency of the executive director’s personal circumstances.
director and are reviewed annually. They may be reviewed at other
In general, the committee expects to maintain benefits at the
times where appropriate, for example following a major role change.
current level.
Performance Not applicable

framework
Retirement benefits
Purpose To recognize competitive practice in home country.
Operation and Executive directors normally participate in the company retirement Current executives (including designates) in BP have been
opportunity plans that operate in their home country. employees of the group for a number of years and remain as
participants in long-standing arrangements in which other similarly
For future appointments, the committee will carefully review any
situated employees continue to participate.
retirement benefits to be granted to a new director, taking account
of retirement policies across the wider group and any arrangements UK participants will become deferred pensioners of the company’s
currently in place. Specifically, the committee will be sensitive to defined benefit plan. They will receive a cash supplement in lieu of
investor concerns over pensions for directors, and limit pension further service accrual under the plan.
contribution rates to no more than the median allowance offered to
the wider workforce in the UK (as a percentage of salary).
Performance Retirement benefits are not directly linked to performance.

framework
Annual bonus
Purpose To provide variable remuneration dependent on performance against annual financial, operational, safety and environmental measures.
50% of the bonus is paid in cash and 50% is mandatorily deferred and held in BP shares for three years to reinforce the long-term nature
of the business and the importance of sustainability.
Operation and The bonus is based on performance against annual measures and The final bonus outcome, following the formulaic assessment of
opportunity targets set at the start of the year, evaluated over the financial year performance relative to targets, is specifically reserved as a matter
and assessed following the year end. for the committee’s judgement. Accordingly, the committee may
exercise its discretion to adjust the formulaic outcome either
The target annual bonus is half of the maximum available, and relates
upwards or downwards.
to delivery of performance in line with targets in the annual plan.
Half the bonus is paid in cash, and half is deferred into BP shares
Executive directors may earn a maximum annual bonus of 225%
for three years. Dividends (or equivalents, including the value of any
of salary. This maximum level would relate to performance at or
reinvestment) may accrue in respect of any deferred shares.
above the highest end of the performance scale for every measure.
The committee intends to set demanding requirements for Awards are subject to malus and clawback provisions as described
maximum payment. on page 123.

Performance The committee determines a scorecard of specific measures, The scorecard will typically include a balance of financial,
framework weightings and targets each year to reflect the priorities operational, environmental and safety measures. Details of the
in the annual plan. The scorecard is designed to deliver the measures and weighting will be reported in advance each year in
group’s strategy. the annual report on remuneration, while targets will be disclosed
retrospectively.
The committee holds discretion to choose the specific measures

and weightings to be adopted within each of these categories to
better reflect the annual plan as agreed with the board.
Performance shares
Purpose To link the largest part of remuneration opportunity with the long-term performance of the business. The outcome varies with
performance against measures of relative total shareholder return (rTSR), return on average capital employed (ROACE) and an assessment
related to the low carbon transition.
Operation and The maximum annual award level for the chief executive officer will The shares that vest are subject to a holding period. The combined
opportunity be 500% of salary and 450% of salary for the chief financial officer. length of the performance and holding periods will normally be
six years.
Annual awards of shares will vest based on performance relative to
measures and targets that reflect the delivery of BP’s strategy over Dividends (or equivalents, including the value of reinvestment) may
a performance period of typically three years. accrue in respect of share awards to the extent that they vest.
For each measure, the threshold level at which vesting is Awards are subject to malus and clawback provisions as described
first triggered is not expected to yield vesting above 25% of on page 123.
the maximum.
The final performance shares outcome, following the formulaic

assessment of performance relative to targets, is specifically
reserved as a matter for the committee’s judgement. Accordingly,
the committee may exercise its discretion to adjust the formulaic
outcome either upwards or downwards.
Performance Performance shares vest relative to performance achieved against For the relative assessment of total shareholder returns, the
framework a combination of financial and strategic measures. committee will in time consider broadening the comparator set as
our own transition towards low carbon evolves.
For 2020 awards, the measures (weightings) will be:
We expect to outline specific measures for the low carbon / energy
• Relative total shareholder return (40%) assessed relative to
transition element later this year. This will follow, and align with, the
Chevron, Eni, Equinor Exxon, Repsol, Shell and Total
strategy update planned for our capital markets day later this year.
• Return on average capital employed (30%). This will be assessed
on a three-year average basis, with no adjustment for market The committee would consult appropriately with major
conditions shareholders regarding any material changes to the measures.
• Low carbon/energy transition (30%).
The committee will assess safety outcomes over the perfomance
At the outset of each cycle the committee will review the cycle as an underpin in determining the final vesting percentage.
measures that are to govern the award, along with weightings and
targets, to ensure they remain focused on delivering the strategy
and are in the interests of shareholders.
Shareholding requirements
Purpose To provide alignment between the interests of executive directors and our other shareholders.
Operation and The chief executive officer is required to build and maintain a Other executive directors are required to build and maintain
opportunity minimum shareholding of five times base salary within five years a minimum shareholding of four and a half times base salary
of appointment, and to maintain that minimum shareholding for at within five years of appointment, and to maintain that minimum
least two years post-retirement. shareholding for at least two years post-retirement.
Performance Not applicable.

framework

Notes to the policy table

1. New components and key changes from the 2017 policy
While the structure of the 2017 policy has been retained, the committee highlights the following key changes from 2017:
• A new requirement to limit the value of retirement benefits for service as an executive director. In practice, we do not expect to offer pension
contribution rates worth more than 15% of salary.
• The minimum shareholding requirement is clearly stated and continues to apply, in full, for two years post employment. This minimum
shareholding requirement is now formally adopted as part of the remuneration policy.
2. How is variable pay linked to performance?
50% paid in cash; 50% in BP

Annual bonus Bonus aligned with annual objectives shares deferred for 3 years
Performance 6 years; 3 year performance period

Share award for meeting three-year targets + 3 year holding period
bonus
Built up over 5 years

Share ownership Long-term shareholding and maintained
The three elements described above provide a balance between focus on short-term, medium-term and long-term performance, while encouraging
behaviours which are in the long-term interests of shareholders. The operation of variable pay is supported by a focus on stewardship. There is a
requirement that the chief executive officer will build up a holding of five times salary, and other executive directors a holding of four and a half times
salary, over a period of five years following appointment and maintain that level during employment and for a further two years post employment.
3. How are performance measures linked to strategy?
Variable pay is linked to performance measures designed to deliver the BP strategy. At the start of each year, the remuneration committee reviews
the measures, targets and weightings to ensure they remain consistent with the priorities in the annual plan and the group strategy. For the annual
bonus and performance shares, the approach to performance measurement is intended to provide a balance of measures to assess performance
reflecting the global scale of the business, the unique characteristics of the oil and gas sector, and the role our enterprise will play in advancing the
transition to lower carbon energy. The key changes from our 2017 policy, and a summary of measures for 2020 awards, are shown below:
• Weighting of the environment target in our annual bonus scorecard is doubled to 20%.
• Fewer measures in our annual bonus scorecard (from two to one on safety, from two to one on reliable operations, from three to two on financial
performance). Our 2020 financial performance on cash flow changes from operating cash flow to free cash flow.
• Weighting of the rTSR measure in our performance shares scorecard reduced to 40%. The comparator group has been expanded to include
Repsol, ENI and Equinor. The low carbon / energy transition category replaces strategic progress and weighting increases to 30%.
New remuneration policy measures for the period commencing in 2020
Annual bonus
Safety Environment Operational performance Financial performance

20% 20% 10% 50%
Performance shares
Relative total shareholder return Return on average capital employment Low carbon / energy transition
40% 30% 30%
Underpin: Take into account safety outcomes prior to determining final vesting percentage.
Discretion to reflect shareholder experience, environmental, societal and other inputs.
Robust malus and clawback.

4. How will we use flexibility, judgement and discretion?

The committee reviews BP’s performance against specific measures and targets, and in doing so may make both quantitative and qualitative
assessments of performance in reaching its decisions. This involves the application of judgement and discretion, in which the committee also
seeks relevant input from the board’s audit and safety, environment and security assurance committees. Accordingly, the committee may decide
to adjust the formulaic outcome derived from the relevant scorecards, either upwards or downwards, to reflect broader considerations. The
committee continues to consider that the powers of flexibility, judgement and discretion are critical to the successful execution of the policy.
In framing the policy, the committee has taken care to ensure that these important powers continue to be available:
• Sufficient flexibility to take account of future changes in the industry environment and in remuneration practice generally. This allows the
committee to respond to changes in circumstances, for example in applying particular performance measures and/or weightings within the
plans, or in broadening the comparator group for the relative returns measure, in order to evolve with the company’s strategy, without the need
for specific shareholder approval.
• Power to exercise judgement in making a qualitative assessment in certain circumstances. A number of measures are used for annual or
long-term incentive awards, many of which are numerical in nature and require a quantitative assessment of performance. Others may require
a qualitative assessment, such as the low carbon / energy transition measures in the performance shares plan.
• Scope for the committee to exercise discretion, mainly where it is desirable to vary a formulaic outcome that would otherwise arise from
the policy’s implementation. The committee considers that the ability to exercise discretion, upwards or downwards, is important to ensure
that a particular outcome is fair in light of the director’s own performance, the company’s overall performance and positioning under particular
performance measures and outcomes for shareholders.
The committee intends to provide appropriate disclosure on the use of discretion so that shareholders can understand the basis for its decisions.
5. How will we safeguard against payments for failure?
Performance A significant portion of remuneration varies with performance –

based pay where performance targets are not achieved, lower or no payments
will be made under the plans.
Discretion The committee may vary formulaic outcomes where these do not
suitably reflect performance over the relevant performance period.
Malus and clawback The malus provisions enable the committee to reduce the size of The clawback provisions enable the committee to require
award, cancel an unvested award, or impose further conditions on participants to return some or all of an award after payment or
an award made under this policy. vesting. They may be applied under the following circumstances:
The malus provisions may apply if, prior to the vesting or payment • incorrect outcomes due to miscalculation or based on incorrect
of an award, there is a negative event such as: information
• restatement due to financial reporting failure or misstatement of
• material failure impacting safety or environmental sustainability
audited results
• incorrect award outcomes due to miscalculation or based on
• material misconduct by the participant.
incorrect information
• restatement due to financial reporting failure or misstatement of
audited results
• material misconduct by the participant
• such other exceptional circumstances that the committee
consider to be similar in nature.

6. Differences from remuneration policy in the wider group

This executive director remuneration policy is structurally similar to remuneration for the majority of the wider workforce, but naturally differs
in quantum reflecting market norms for the differing size and complexity of roles. Although performance assessment is a common feature
for executive and wider workforce remuneration, the relative importance of different performance measures changes in line with seniority.
For instance, executive directors are subject to longer-term measures and no individual performance element, whereas the majority of the
wider workforce receive variable pay that is based on annual performance measures, including their own individual performance.
Illustrations of application of remuneration policy

The total remuneration opportunity for executive directors is strongly performance based and weighted to the long term. The charts below provide
scenarios for the total remuneration of executive directors at different levels of performance and are calculated as prescribed in UK regulations.
Bernard Looney Brian Gilvary
Min 100% £1.5m Min 100% £1.1m
Mid 25% 23% 52% £6.3m Mid 29% 24% 48% £3.8m
Max 14% 27% 59% £11.0m Max 17% 28% 55% £6.4m
Fixed pay Annual bonus Performance shares Fixed pay Annual bonus Performance shares
Murray Auchincloss
Min 100% £0.85m
Mid 27% 24% 49% £3.2m
Max 15% 28% 56%a £5.5m
Fixed pay Annual bonus Performance shares

a Due to rounding, the sum of the parts does not equal 100%.
The remuneration outcomes reported above reflect the face value of performance shares and therefore exclude the impact of potential share price
growth, as well as dividends. If share prices were to appreciate by 50% from face value, then the maximum remuneration receivable by Bernard
Looney, Brian Gilvary and Murray Auchincloss would increase to £14.2m, £8.2m and £7.1m respectively.
Fixed components
For these illustrations salary, benefits and pension are the same in all three scenarios (annual values shown).
Salary CEO (Looney) £1,300,000 Bernard Looney’s salary from appointment on 5 February 2020.
CFO (Gilvary) £790,500 Brian’s salary, effective until his retirement from BP on 30 June 2020.
CFO (Auchincloss) £695,000 Murray’s salary, effective from his appointment on 1 July 2020.
Benefits and CEO (Looney) £245,000 Based on pension benefits at 15% of salary, with an estimated £50,000 total for other benefits.
pension benefits CFO (Gilvary) £296,150 Based on Brian’s 30% cash in lieu of pension, plus the total of other benefits shown in the 2019
single figure table.
CFO (Auchincloss) £154,250 Based on pension benefits at 15% of salary, with an estimated £50,000 total for other benefits.
Variable components
Variable pay under the policy comprises annual bonus and performance shares.
Scenario Minimum Mid Maximum
Annual bonus Threshold not met 50% of maximum 100% of maximum

(including cash and Nil 112.5% of salary 225% of salary
deferred elements)
Performance Threshold not met 50% vesting 100% vesting

shares CEO – Nil CEO – 250% of salary CEO – 500% of salary
CFO – Nil CFO – 225% of salary CFO – 450% of salary

7. Clarity, simplicity, and other considerations related to the Service contract

Corporate Governance Code
Bob Dudley’s service contract is with BP Corporation North America
The committee consider the scorecard-based approach to setting
Inc., Bernard Looney’s and Brian Gilvary’s service contracts are with
targets and measuring outcomes provides great clarity in our ability to
BP p.l.c., and Murray Auchincloss’ service contract will be with BP p.l.c.
engage transparently with shareholders and the wider workforce on
remuneration arrangements, and that this is complemented by retaining Each executive director is entitled to retirement benefits as outlined on
the simple structure of our 2017 policy; market aligned fixed pay with page 120.
annual cash and three-year performance share incentives. Risks are
Each executive director is also entitled to the following contractual
managed through a combination of careful setting of performance
benefits:
measures and targets, the many options to apply committee discretion
in assessing outcomes, and the robust malus and clawback measures • If appropriate for security reasons, a company car and driver is
reserved in this policy. The committee also considers that remuneration provided for business and private use, with the company bearing
outcomes are predictable, as shown clearly in the scenario charts at note all normal employment, servicing, insurance and running costs.
6 above, and proportional by virtue of the challenging performance levels Alternatively, where not required for security reasons, a cash
required to achieve target pay outcomes. By retaining material weighting allowance may be paid instead.
in measures related to both safety and the environment, this policy • Medical and dental benefits, sick pay during periods of absence and
aligns closely with central themes of BP’s culture, purpose and ambition. assistance with the preparation of tax returns.
• Indemnification in accordance with applicable law.
Recruitment policy • Participation in bonus or incentive arrangements at the committee’s
sole discretion.
The committee expects any new executive director to be engaged on
terms that are consistent with the policy. However it recognizes that it Each executive director may terminate their employment by giving
cannot anticipate circumstances in which any new executive director may 12 months’ written notice. In this event, for business reasons, the
be recruited. The committee may determine that it is in the interests of employer may not necessarily hold the executive director to their full
the company and shareholders to secure the services of a particular notice period.
individual which may require it to take account of the terms of that
The employer may lawfully terminate the executive director’s
individual’s existing employment and/or their personal circumstances.
employment in the following ways:
Accordingly, the committee will ensure that:
• By giving the director 12 months’ written notice.
• The salary level of any new director is appropriate to their role and • Without compensation, in circumstances where the employer is
the competitive environment at the time of appointment. Where entitled to terminate for cause, as defined for the purposes of their
appropriate it may appoint an individual on a lower salary (relative to service contract.
any previous incumbent), then gradually increase salary levels as the
The company may lawfully terminate employment by making a lump
individual gains experience in the role.
sum payment in lieu of notice equal to 12 months’ salary or by monthly
• Variable remuneration will be awarded within the parameters of
instalments rather than as a lump sum.
the policy for current executive directors.
• The committee may tailor the vesting criteria for initial incentive The lawful termination mechanisms described above are without
awards depending on the specific circumstances. prejudice to the employer’s ability in appropriate circumstances to
• Where an existing employee is promoted to the board, the company terminate in breach of the notice period referred to above, and thereby
may honour all existing contractual commitments including any to be liable for damages to the executive director.
outstanding share awards or pension entitlements.
In the event of termination by the company, each executive director
• The committee would expect any new director to participate
may have an entitlement to compensation in respect of their statutory
in the company pension and benefit schemes that are open to
rights under employment protection legislation in the UK and potentially
other employees (where appropriate referencing the candidate’s
elsewhere. Where appropriate the company may also meet a director’s
home country).
reasonable legal expenses in connection with either their appointment
• Where an individual is relocating in order to take up the role, the
or termination of their appointment.
company may provide certain one-off benefits such as reasonable
relocation expenses, accommodation for a period following Copies of the executive directors’ service contracts, along with the
appointment, assistance with visa applications or other immigration non-executive director appointment letters, are available for inspection
issues and ongoing arrangements such as tax filing assistance, at the registered office of BP p.l.c.
annual flights home and a housing/utilities allowance.
• Where an individual would be forfeiting remuneration or employment
terms in order to join the company, the committee may award
appropriate compensation. The committee would require reasonable
evidence of the nature and value of any forfeited arrangements and
would, to the extent practicable, ensure any compensation was of
comparable commercial value and capped as appropriate, considering
the terms of the previous arrangement being forfeited (for example
the form and structure of award, timeframe, performance criteria and
likelihood of vesting). Where appropriate, the committee prefers to
deliver buy-outs in the form of restricted shares in the company.
In making any decision on the remuneration of a new director, the
committee would balance shareholder expectations, current best
practice and the circumstances of any new director. It would strive not
to pay more than is necessary to recruit the right candidate and would
give full details in the next remuneration report.

Termination payments
In determining overall termination arrangements, the committee will distinguish between types of leaver and the circumstances of their leaving.
The committee would also consider all relevant circumstances, including whether a contractual provision in the director’s arrangements complied
with best practice at the time of termination and the date the provision was agreed, as well as the performance of the director in certain respects.
Where appropriate, the committee may consider providing certain benefits relating to termination including the provision of outplacement support
or reasonable costs associated with relocation back to an individual’s home country. Should it become necessary to terminate an executive
director’s employment, and therefore to determine a termination payment, the committee’s policy is as follows:
Termination The director’s primary entitlement would be a termination payment If the departing director is eligible for an early retirement pension,
payments in respect of their service agreement, as set out above. However the committee would consider, if relevant under the terms of the
the committee will consider mitigation to reduce the termination appropriate plan, the extent of any actuarial reduction that should be
payment where appropriate to do so, taking into account the applied. UK directors who leave in circumstances approved by the
circumstances for leaving and the terms of the agreement. committee may have a favourable actuarial reduction applied to their
Mitigation would not be applicable where a contractual payment pensions (which to date has been 3%). Departing directors who
in lieu of notice is made. leave in other circumstances may be subject to a greater reduction.
Annual bonus The committee would consider whether the director should be Normally, any such bonus would be restricted to the director’s
entitled to an annual bonus in respect of the financial year in which actual period of service in that financial year.
the termination occurs.
Share awards Share awards will be treated in accordance with the relevant plan In deciding whether to exercise discretion to preserve EDIP
rules. For awards granted under the executive directors’ incentive awards, the committee would also consider the proximity of the
plan (EDIP), the treatment can only be made in accordance with the award to its maturity date.
framework approved by shareholders.
To the extent that any such share award vests, the release of those
The committee would consider whether conditional share awards shares to the former director will be made approximately one year
held by the director should lapse on leaving or should, at the after their date of termination (even if they would have been subject
committee’s discretion, be preserved. If awards are preserved, to a longer holding period had the executive remained in
the award would normally continue until the vesting date. Awards employment with BP).
may be pro-rated based on service over the performance period.
Legacy arrangements and other detailed provisions

Previously the deferred element of the annual bonus in respect of years up to and including 2016 attracted a corresponding award of matching
shares. Although the committee no longer grants matching awards in respect of future bonus awards, executives retain interests in legacy awards
previously granted under this arrangement under the terms set out in the 2014 policy.
For completeness, the table below summarizes the key terms of the previous matching share element.
Purpose To reinforce the long-term nature of the business and the importance of sustainability.
Operation Previously one third of the annual bonus was subject to compulsory Where shares vest, additional shares representing the value of
deferral and a further third was subject to voluntary deferral. reinvested dividends are added.
These deferred shares were matched on a one-for-one basis. All deferred shares are subject to clawback provisions if they are
found to have been granted on the basis of a material misstatement
of financial or other data.
Performance Both deferred and matching shares must pass an additional hurdle If there has been a material deterioration in safety and
framework related to safety and environmental sustainability performance in environmental metrics, or major incidents revealing underlying
order to vest. weaknesses in safety and environmental management then the
committee, with advice from the board’s safety, environment and
security assurance committee, may conclude that shares vest in
part, or not at all.
In addition to the award described above, the committee may continue to satisfy existing remuneration commitments and/or payments for loss of
office, including the exercise of any discretion in connection with such payments provided that such terms were agreed:
• before 10 April 2014 when the first approved remuneration policy came into effect
• before the 2020 policy came into effect, provided that the terms of the payment were consistent with the shareholder-approved directors’
remuneration policy in force at the time they were agreed
• at a time when the relevant individual was not a director of the company and, in the opinion of the committee, the payment was not in
consideration for the individual becoming a director.
Share awards are subject to the terms of the relevant plan rules under which the award has been granted. The committee may adjust or amend
awards, but only in accordance with the provisions of the plan rules. This includes making adjustments to awards to reflect one-off corporate
events, such as a change in the company’s capital structure or treatment of awards in the event of a change of control. In accordance with the plan
rules, awards may be settled in cash rather than shares, where the committee considers this appropriate.
The committee may make minor amendments to the policy to aid its operation or implementation without seeking shareholder approval, for
example for regulatory, exchange control, tax or administrative purposes or to take account of a change in legislation provided that any such change
is not to the material advantage of the directors.

Remuneration in the wider group

The committee considers employment conditions in the BP group when establishing and implementing policy for executive directors to ensure
the alignment of and context for principles and approach. In particular, the committee reviews the policy and makes decisions for the most senior leaders
(the BP leadership team that reports to the CEO). Decisions regarding remuneration for employees outside the most senior leaders are the responsibility of
the chief executive officer. The committee does not consult directly with employees when formulating the policy. However, feedback from employee focus
groups and employee surveys, that are regularly reported to the board, provide views on a wide range of employee matters including pay.
The wider employee group participates in performance-based incentives. Throughout the group, salary and benefit levels are set in accordance
with the prevailing relevant market conditions and practice in the countries in which employees are based. Differences between executive director
pay policy and that of other employees reflect the senior position of the individuals, prevailing market conditions and corporate governance
practices in respect of executive director remuneration. The key difference in policy for executive directors is that a greater proportion of total
remuneration is delivered as performance-based incentives.
Policy table – non-executive directors

The following table sets out the framework that will be used to determine the fees for non-executive directors during the term of this policy.
Non-executive chairman
Fees
Approach Remuneration is in the form of cash fees, payable monthly. The level and structure of the chairman’s remuneration will primarily be
compared against UK best practice.
Operation and The quantum and structure of the non-executive chairman’s remuneration is reviewed annually by the remuneration committee, which
opportunity makes a recommendation to the board.
Benefits and expenses
Approach The chairman is provided with support and reasonable travelling expenses.
Operation and The chairman is provided with an office and full-time secretarial and administrative support in London and a contribution to an office
opportunity and secretarial support in his home country as appropriate. A car and the use of a driver is provided in London, together with security
assistance. All reasonable travelling and other expenses (including any relevant tax) incurred in carrying out his duties is reimbursed.
Non-executive directors
Fees
Approach Remuneration is in the form of cash fees, payable monthly. Remuneration practice is consistent with recognized best practice standards
for non-executive directors’ remuneration and, as a UK-listed company, the level and structure of non-executive directors’ remuneration
will primarily be compared against UK best practice.
Additional fees may be payable to reflect additional board responsibilities, for example, committee chairmanship and membership and for
the role of senior independent director.
Operation and The level and structure of non-executive directors’ remuneration is reviewed by the chairman, the CEO and the company secretary who
opportunity make a recommendation to the board. Non-executive directors do not vote on their own remuneration.
Remuneration for non-executive directors is reviewed annually.
Intercontinental allowance
Approach Non-executive directors may receive an allowance to reflect the global nature of the company’s business. This allowance would be
payable for the purpose of attending board or committee meetings or site visits.
Operation and This allowance would be paid in cash following each event of intercontinental travel.
opportunity
Benefits and expenses
Approach Non-executive directors are provided with administrative support and reasonable travelling expenses. Professional fees are reimbursed in
the form of cash, payable following the provision of advice and assistance.
Operation and Non-executive directors are reimbursed for all reasonable travelling and subsistence expenses (including any relevant tax) incurred in
opportunity carrying out their duties. Professional fees incurred by non-executive directors based outside the UK in connection with advice and
assistance on UK tax compliance matters are reimbursed.
Shareholding guidelines
Approach Non-executive directors are encouraged to establish a holding in BP shares of the equivalent value of one year’s base fee.
Letters of appointment for chairman and non-executive directors

Approach The chairman and non-executive directors each have letters of appointment. There is no term limit on a director’s service, as BP proposes
all directors for annual re-election by shareholders in line with best governance practice. There are no obligations arising from the
non-executive directors’ letters of appointment for remuneration or payments for loss of office, except for the chairman whose
appointment may be terminated in the following ways:
• by either party giving three months’ written notice, or
• by the company for cause (as set out in the letter of appointment) and without compensation.
The company may lawfully terminate the appointment by making a lump sum payment in lieu of notice equal to three months’ fees.
Copies of the executive directors’ service contracts and non-executive directors’ letters of appointment are available for inspection at the
registered office of the company.
The maximum fees for non-executive directors are set in accordance with the Articles of Association.
This directors’ remuneration report was approved by the board and signed on its behalf by Ben J.S. Mathews, company secretary on 18 March 2020.

Directors’ statements
Statement of directors’ responsibilities • The management report, which is incorporated in the strategic report
and directors’ report, includes a fair review of the development and
The directors are responsible for preparing the annual report and the
performance of the business and the position of the group, together
financial statements in accordance with applicable law and regulations.
with a description of the principal risks and uncertainties that they face.
The directors are required by the UK Companies Act 2006 to prepare
financial statements for each financial year that give a true and fair view
of the financial position of the group and the parent company and the
Helge Lund
financial performance and cash flows of the group and parent company
Chairman
for that period. Under that law they are required to prepare the
18 March 2020
consolidated financial statements in accordance with International
Financial Reporting Standards (IFRS) as adopted by the European Union
(EU) and applicable law and have elected to prepare the parent company
Risk management and internal control
financial statements in accordance with applicable United Kingdom law Under the UK Corporate Governance Code 2018 (Code), the board is
and United Kingdom accounting standards (United Kingdom generally responsible for the company’s risk management and internal control
accepted accounting practice), including FRS 101 ‘Reduced Disclosure systems. In discharging this responsibility the board, through its
Framework’. In preparing the consolidated financial statements the governance principles, requires the chief executive officer to operate
directors have also elected to comply with IFRS as issued by the the company with a comprehensive system of controls and internal
International Accounting Standards Board (IASB). audit to identify and manage the risks including emerging risks that are
material to BP. In turn, the board, through its monitoring processes,
In preparing those financial statements, the directors are required to:
satisfies itself that these material risks are identified and understood by
• Select suitable accounting policies and then apply them consistently. management and that systems of risk management and internal control
• Make judgements and estimates that are reasonable and prudent. are in place to mitigate them. These systems are reviewed periodically
• Present information, including accounting policies, in a manner that by the board, have been in place for the year under review and up to the
provides relevant, reliable, comparable and understandable date of this report and are consistent with the requirements of Principle
information. O of the Code.
• Provide additional disclosure when compliance with the specific
The board has processes in place to:
requirements of IFRS is insufficient to enable users to understand the
impact of particular transactions, other events and conditions on the • Assess the principal and emerging risks facing the company.
group’s financial position and financial performance. • Monitor the company’s system of internal control (which includes
• State that applicable accounting standards have been followed, the ongoing process for identifying, evaluating and managing the
subject to any material departures disclosed and explained in the principal and emerging risks).
parent company financial statements. • Review the effectiveness of that system annually.
• Prepare the financial statements on the going concern basis unless it
Non-operated joint ventures and associates have not been dealt with as
is inappropriate to presume that the company will continue in business.
part of this board process.
The directors are responsible for keeping adequate accounting records
A description of the principal and emerging risks facing the company,
that disclose with reasonable accuracy at any time the financial position
including those that could potentially threaten its business model, future
of the group and company and enable them to ensure that the
performance, solvency or liquidity, is set out in Risk factors on page 70.
consolidated financial statements comply with the Companies Act 2006
During the year, the board undertook a robust assessment of the
and Article 4 of the IAS Regulation and the parent company financial
principal and emerging risks facing the company. The principal means
statements comply with the Companies Act 2006. They are also
by which these risks are managed or mitigated are set out in How we
responsible for safeguarding the assets of the group and company and
manage risk on page 68.
hence for taking reasonable steps for the prevention and detection of
fraud and other irregularities. In assessing the risks faced by the company and monitoring the system
of internal control, the board and the audit, safety, environment and
Having made the requisite enquiries, so far as the directors are aware,
security assurance and geopolitical committees requested, received and
there is no relevant audit information (as defined by Section 418(3) of
reviewed reports from executive management, including management
the Companies Act 2006) of which the company’s auditors are
of the business segments, corporate activities and functions, at their
unaware, and the directors have taken all the steps they ought to have
regular meetings. A report by each of these committees, including its
taken to make themselves aware of any relevant audit information and
activities during the year, is set out on pages 90-99, 101.
to establish that the company’s auditors are aware of that information.
During the year, the committees as relevant also met with
The directors confirm that to the best of their knowledge:
management, the group head of audit and other monitoring and
• The consolidated financial statements, prepared in accordance with assurance functions (including group ethics and compliance, safety and
IFRS as issued by the IASB, IFRS as adopted by the EU and in operational risk, group control, group legal and group risk) and the
accordance with the provisions of the Companies Act 2006, give a external auditor. Responses by management to incidents that occurred
true and fair view of the assets, liabilities, financial position and profit were considered by the appropriate committee or the board.
or loss of the group.
An audit committee meeting in January 2020 carried out an annual
• The parent company financial statements, prepared in accordance
review of the effectiveness of the system of internal control. In
with United Kingdom generally accepted accounting practice, give
considering this system, the audit committee noted that it is designed
a true and fair view of the assets, liabilities, financial position,
to manage, rather than eliminate, the risk of failure to achieve business
performance and cash flows of the company.
objectives and can only provide reasonable, and not absolute, assurance
against material misstatement or loss.
This page does not form part of BP’s Annual Report on Form 20-F as filed with the SEC.

This review included a report from the group head of audit which
summarized group audit’s consideration of the design and operation of
elements of BP’s system of internal control over significant risks arising
in the categories of strategic and commercial, safety and operational
and compliance and control, in addition to considering the control
environment for the group. The report also highlighted the results of
internal audit work conducted during the year and the remedial actions
taken by management in response to failings and weaknesses
identified. Where failings or weaknesses were identified, the audit
committee was satisfied that these were or are being appropriately
addressed by the remedial actions proposed by management.
At its meeting in March 2020, the board considered the review
undertaken by the audit committee and the proposed disclosures
outlining the company’s risk management and internal control systems
prior to publication of the annual report and accounts.
A statement regarding the company’s internal controls over financial
reporting is set out on page 322.
Longer-term viability
In accordance with provision 31 of the Code, the directors have
assessed the prospects of the company over a period significantly
longer than 12 months. The directors believe that a viability assessment
period of three years is appropriate based on management’s reasonable
expectations of the position and performance of the company over this
period, taking account of its short-term and longer-range plans,
including committed capital investment.
Taking into account the company’s current position and its principal risks
on page 70, the directors have a reasonable expectation that the
company will be able to continue in operation and meet its liabilities as
they fall due over three years.
The directors’ assessment included a review of the financial impact of
the most severe but plausible scenarios that could threaten the viability
of the company and the likely effectiveness of the potential mitigations
that management reasonably believes would be available to the
company over this period. These scenarios included:
• a significant process safety incident when operating facilities, drilling
wells or transportation of hydrocarbons;
• a sustained significant oil price decline;
• a significant cyber-security incident; and
• a loss of a significant market or asset.
The risks associated with the transition to a lower carbon economy and
a global pandemic are embedded in these scenarios.
In assessing the prospects of the company, the directors noted that
such assessment is subject to a degree of uncertainty that can be
expected to increase looking out over time and, accordingly, that future
outcomes cannot be guaranteed or predicted with certainty.
Going concern
In accordance with provision 30 of the Code, the directors consider it
appropriate to adopt the going concern basis of accounting in preparing
the financial statements.
Fair, balanced and understandable

The board considers the annual report and financial statements, taken
as a whole, is fair, balanced and understandable and provides the
information necessary for shareholders to assess the company’s
position and performance, business model and strategy.
This page does not form part of BP’s Annual Report on Form 20-F as filed with the SEC.

Energy with purpose means
transforming while performing.
Energy with purpose
BPX Energy:
Delivering synergies
We have been transforming BPX Energy,
our US onshore oil and gas business,
with the purchase of world-class
unconventional assets from BHP.
• The acquisition gave us access to

some of the best basins in the
onshore US, with 487,000 acres of
leasehold across a new position in the
liquids-rich Permian-Delaware basin,
and two positions in the Eagle Ford
and Haynesville basins.
• It positions BP as a top producer in
the region.
Good progress
Since we began operating the assets,
we have delivered synergies of
$240 million in 2019, above our
planned target of $90 million.

Financial statements
Consolidated financial statements of the BP group

Independent auditor’s reports 132 Group statement of changes in equity 154
Group income statement 152 Group balance sheet 155
Group statement of comprehensive income 153 Group cash flow statement 156
Notes on financial statements

1. Significant accounting policies 157 22. Trade and other payables 193
2. Non-current assets held for sale 173 23. Provisions 193
3. Business combinations and other 24. Pensions and other post-retirement benefits 194
significant transactions 174 25. Cash and cash equivalents 200
4. Disposals and impairment 175 26. Finance debt 200
5. Segmental analysis 177 27. Capital disclosures and net debt 201
6. Revenue from contracts with customers 180 28. Leases 202
7. Income statement analysis 180 29. Financial instruments and financial 202
8. Exploration expenditure 181 risk factors
9. Taxation 181 30. Derivative financial instruments 207
10. Dividends 184 31. Called-up share capital 215
11. Earnings per share 184 32. Capital and reserves 216
12. Property, plant and equipment 186 33. Contingent liabilities 219
13. Capital commitments 187 34. Remuneration of senior management 220
14. Goodwill 187 and non-executive directors
15. Intangible assets 188 35. Employee costs and numbers 221
16. Investments in joint ventures 189 36. Auditor’s remuneration 221
17. Investments in associates 189 37. Subsidiaries, joint arrangements 222

and associates
18. Other investments 191
38. Condensed consolidating information 223
19. Inventories 191 on certain US subsidiaries
20. Trade and other receivables 192
21. Valuation and qualifying accounts 192
Supplementary information on oil and natural gas (unaudited)

Oil and natural gas exploration 233 Standardized measure of discounted future 254
and production activities net cash flows and changes therein relating
Movements in estimated net proved reserves 239 to proved oil and gas reserves
Operational and statistical information 257
Parent company financial statements of BP p.l.c.

Company balance sheet 260 7. Called-up share capital 270
Company statement of changes in equity 261 8. Capital and reserves 270
Notes on financial statements 262 9. Financial guarantees 271
1. Significant accounting policies 262 10. Share-based payments 271
2. Investments 265 11. Auditor’s remuneration 271
3. Receivables 265 12. Directors’ remuneration 271
4. Pensions 265 13. Employee costs and numbers 272
5. Payables 269 14. Related undertakings 273
6. Taxation 269

Independent auditor’s report on the Annual Report and Accounts to the members of BP
p.l.c.
Report on the audit of the financial statements
Opinion
In our opinion:
• The financial statements of BP p.l.c. (the ‘parent company’) and its subsidiaries (the ‘group’) give a true and fair view of the state of the
group’s and of the parent company’s affairs as at 31 December 2019 and of the group’s profit for the year then ended.
• The group financial statements have been properly prepared in accordance with International Financial Reporting Standards (IFRSs) as
adopted by the European Union (EU) and IFRSs as issued by the International Accounting Standards Board (IASB).
• The parent company financial statements have been properly prepared in accordance with United Kingdom generally accepted accounting
practice including Financial Reporting Standard (FRS) 101 ‘Reduced Disclosure Framework'.
• The financial statements have been prepared in accordance with the requirements of the Companies Act 2006 and, as regards the group
financial statements, Article 4 of the IAS Regulation.
We have audited the financial statements of BP p.l.c. which comprise the:

• Group income statement;
• Group statement of comprehensive income;
• Group and parent company statements of changes in equity;
• Group and parent company balance sheets;
• Group cash flow statement;
• Group related Notes 1 to 38 to the financial statements, including a summary of significant accounting policies; and
• Parent company related Notes 1 to 14 to the financial statements, including a summary of significant accounting policies.
The financial reporting framework that has been applied in the preparation of the group financial statements is applicable law and IFRSs as
adopted by the European Union and as issued by the IASB. The financial reporting framework that has been applied in the preparation of the
parent company financial statements is applicable law and United Kingdom Accounting Standards, including FRS 101 “Reduced Disclosure
Framework” (United Kingdom Generally Accepted Accounting Practice).
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under
those standards are further described in the auditor’s responsibilities for the audit of the financial statements section of our report.
We are independent of the group and the parent company in accordance with the ethical requirements that are relevant to our audit of the
financial statements in the UK, including the Financial Reporting Council’s (the ‘FRC’s’) Ethical Standard as applied to listed public interest
entities, and we have fulfilled our other ethical responsibilities in accordance with these requirements. The non-audit services provided to the
group and parent company for the year are disclosed in note 36 to the financial statements. We confirm that the non-audit services prohibited
by the FRC’s Ethical Standard were not provided to the group or the parent company.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
Summary of our audit approach
Key audit matters The key audit matters that we identified in the current year are as follows:
• Potential impact of climate change and the energy transition (impacting PP&E, goodwill, intangible assets and
provisions);
• Impairment of upstream oil and gas property, plant and equipment (PP&E) assets;
• Impairment of exploration and appraisal assets (included within 'intangible assets' in the Group balance sheet);
• Accounting for structured commodity transactions (SCTs) within the integrated supply and trading (IST) function,
and the valuation of other level 3 financial instruments (potentially impacting all financial statement accounts, in
particular finance debt);
• IT controls relating to financial systems (potentially impacting all financial statement accounts); and
• Management override of controls (potentially impacting all financial statement accounts).
Changes in our key These key audit matters are consistent with those we identified in the prior year except that:
audit matters since
the prior year • This year we identified the potential impact of climate change and the energy transition as a key audit matter, given
the significant increase in focus on this issue by management and by external stakeholders, and the potential impact
on the financial statements as a consequence.
• In our report for the year ended 31 December 2018 we identified the accounting for acquisitions and disposals
within the upstream segment as a key audit matter, in large part as a consequence of the accounting complexities
surrounding the $10.3 billion acquisition of BHP Billiton assets in the US. During the current year, there were no
material acquisitions and there were fewer significant accounting complexities and judgements in the disposal
transactions undertaken by BP. Accordingly, we did not identify this as a key audit matter for 2019.
Materiality We have set materiality for the current year at $850 million (2018 $750 million) based on profit before tax, profit before
impairment charges and tax, and underlying replacement cost profit before interest and tax.
Scoping Our scope covered 263 components. Of these, 179 were full-scope audits and the remaining 84 were subject to
specific procedures on certain account balances by component audit teams or the group audit team. These covered
81% of group revenue and 75% of PP&E.
This page does not form part of BP's Annual Report on Form 20-F as filed with the SEC.

Conclusions relating to going concern, principal risks and viability statement
Going concern
We have reviewed the directors’ statement on page 157 to the financial statements about whether they Going concern is the basis of
considered it appropriate to adopt the going concern basis of accounting in preparing them and their preparation of the financial
identification of any material uncertainties to the group’s and company’s ability to continue to do so over a statements that assumes an
period of at least 12 months from the date of approval of the financial statements. entity will remain in operation
for a period of at least 12
We considered as part of our risk assessment the nature of the group, its business model and related
months from the date of
risks including where relevant the impact of Brexit, the requirements of the applicable financial reporting
approval of the financial
framework and the system of internal control. We evaluated the directors’ assessment of the group’s
statements.
ability to continue as a going concern, including challenging the underlying data and key assumptions
used to make the assessment, and evaluated the directors’ plans for future actions in relation to their We confirm that we have nothing
going concern assessment. material to report, add or draw
attention to in respect of these
We are required to state whether we have anything material to add or draw attention to in relation to that
matters.
statement required by Listing Rule 9.8.6R(3) and report if the statement is materially inconsistent with
our knowledge obtained in the audit.
Principal risks and viability statement
Based solely on reading the directors’ statements and considering whether they were consistent with Viability means the ability of
the knowledge we obtained in the course of the audit, including the knowledge obtained in the evaluation the company to continue over
of the directors’ assessment of the group’s and the company’s ability to continue as a going concern, we the time horizon considered
are required to state whether we have anything material to add or draw attention to in relation to: appropriate by the directors,
which for BP is three years.
• the disclosures on pages 68-71 that describe the principal risks, procedures to identify emerging risks,
and an explanation of how these are being managed or mitigated; We confirm that we have nothing
• the directors' confirmation on page 128 that they have carried out a robust assessment of the principal material to report, add or draw
and emerging risks facing the group, including those that would threaten its business model, future attention to in respect of these
performance, solvency or liquidity; or matters.
• the directors’ explanation on page 129 as to how they have assessed the prospects of the group, over
what period they have done so and why they consider that period to be appropriate, and their
statement as to whether they have a reasonable expectation that the group will be able to continue in
operation and meet its liabilities as they fall due over the period of their assessment, including any
related disclosures drawing attention to any necessary qualifications or assumptions.
We are also required to report whether the directors’ statement relating to the prospects of the group
required by Listing Rule 9.8.6R(3) is materially inconsistent with our knowledge obtained in the audit.
Key audit matters

Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the financial statements of
the current period and include the most significant assessed risks of material misstatement (whether or not due to fraud) that we identified.
These matters included those which had the greatest effect on: the overall audit strategy; the allocation of resources in the audit; and directing
the efforts of the engagement team. All of these matters were considered and discussed with the audit committee as described on page 93.
Throughout the course of our audit we identify risks of material misstatement ('risks'). We consider both the likelihood of a risk and the
potential magnitude of a misstatement in making the assessment. Certain risks are classified as 'significant' or 'higher' depending on their
severity. The category of the risk determines the level of evidence we seek in providing assurance that the associated financial statement item
is not materially misstated.
These matters were addressed in the context of our audit of the financial statements as a whole, and in forming our opinion thereon, and we
do not provide a separate opinion on these matters.

Potential impact of climate change and the energy transition (impacting PP&E, goodwill, intangible assets and provisions)
Key audit matter description How the scope of our audit responded to the key audit matter
Climate change impacts BP’s business in a number of ways as set Overall response
out in the strategic report on pages 2-71 of the Annual Report and We held discussions with management, with Deloitte specialists and
Accounts. within the Group engagement team to identify the areas where we
It represents a strategic challenge with its implications becoming felt climate change could have a potential impact on the financial
increasingly significant towards 2050 and beyond. Whilst many of statements.
BP’s oil and gas properties and refining assets are long-term in We also established a climate change steering committee comprising
nature, none are being amortised over a period that extends beyond a group of senior partners with specific sustainability and technical
this date. At current rates of depreciation, depletion and amortisation audit and accounting expertise within Deloitte to provide an
(DD&A), the average life of the upstream PP&E is seven years and the independent challenge to our key decisions and conclusions with
downstream PP&E is 13 years. Accordingly, the related principal risks respect to this area.
that we have identified for our audit are as follows:
Audit procedures in respect of impairment of upstream oil and gas
• Forecast assumptions used in assessing the value of assets PP&E assets and exploration and appraisal assets
within BP’s balance sheet for impairment testing, particularly oil
and gas price assumptions relevant to upstream oil and gas The audit response related to the two principal risks identified is set
PP&E assets, may not appropriately reflect changes in supply out under the key audit matters for impairment of upstream oil and
and demand due to climate change and the energy transition gas PP&E assets on pages 135-136 and the impairment of exploration
(see 'impairment of upstream PP&E' below); and appraisal assets on page 137.
• Recoverability of exploration and appraisal (E&A) assets included Other audit procedures performed
within BP’s balance sheet where the investment required in We challenged management’s assertion that the impact of potential
order to develop particular projects into producing oil and gas changes in DD&A charges, or to decommissioning dates, would not
PP&E assets might not be sanctioned by the board in future due have a material impact on the amounts reported in the current period,
to climate change considerations or a potential development
by making inquiries of relevant BP personnel outside the finance
may not be considered to be economic due to the impact of function, reviewing internal and external documents and conducting
climate change and the energy transition on oil and gas prices sensitivity analysis as part of our audit risk assessment procedures.
(see 'impairment of exploration and appraisal assets' below) We obtained third party forecasts of future refined petroleum product
Management also assessed the following potential risks that could demand for those countries which are included in our group full audit
arise from climate change considerations. scope for downstream, under a range of scenarios including
scenarios noted as being consistent with achieving the 2015 COP 21
• The carrying value of goodwill may no longer be recoverable and Paris agreement goal to limit temperature rises to well below 2°C
therefore may need to be impaired;
('Paris 2°C Goal'). These indicated that global demand for such
• The useful economic lives of the group’s PP&E may be products was expected to remain significant until at least 2040.
shortened as society moves towards 'net zero' emissions
targets, such that the DD&A charge is materially understated; We performed procedures to satisfy ourselves that, other than future
• Decommissioning and asset retirement obligations may need to oil and gas price assumptions, there were no other assumptions in
be brought forward with a resulting increase in the present value management's goodwill calculations to which reasonably possible
of the associated liabilities; and changes could cause goodwill to be materially misstated.
• Climate change-related litigation brought against BP, as disclosed We obtained an understanding of the controls identified by management
in Note 33 to the financial statements and described on page 320 as being relevant to ensuring the completeness and accuracy of litigation
under legal proceedings, may lead to an outflow of funds and climate change related disclosure within the Annual Report; we
requiring provision in the current year. performed procedures to test these controls.
The material upstream goodwill balance is recorded and tested at the With regard to climate change litigation, we designed procedures
segment level. The most significant assumption in the goodwill specifically to respond to the risks that provisions could be
impairment test affected by climate change relates to future oil and understated or that contingent liability disclosures may be omitted or
gas prices (see 'impairment of upstream PP&E' below). Given the be inaccurate including:
significant headroom in the goodwill impairment test, management
• Holding discussions with the group general counsel and other
identified no other assumption that could lead to a material
senior BP lawyers regarding climate change matters;
misstatement of goodwill due to the energy transition and other
climate change factors. Disclosures in relation to sensitivities for • Conducting a search for climate change litigation and claims
brought against the group; and
goodwill are included within Note 14 on pages 187-188.
• Making written inquiries of, and holding discussions with,
The downstream segment has a goodwill balance at 31 December external legal counsel advising BP in relation to climate change
2019 of $3.9 billion, of which the most significant element is $2.8 litigation.
billion relating to the Lubricants business. Notwithstanding the
expected global transition to electric vehicles, management noted We read the other information included in the Annual Report and
that demand for lubricants is forecast to continue to grow until at considered (a) whether there was any material inconsistency
least 2040, underpinning the substantial headroom in the most recent between the other information and the financial statements; or (b)
impairment test as described in Note 14. whether there was any material inconsistency between the other
information and our understanding of the business based on audit
As described on pages 70-71 and in Note 1, the impact of potential evidence obtained and conclusions reached in the audit.
changes in DD&A charges, or to decommissioning dates would not
have a material impact on the amounts reported in the current period.
The above considerations were a significant focus of management

during the period which led to this being a matter that we
communicated to the audit committee, and which had a significant
effect on the overall audit strategy. We therefore identified this as a
key audit matter.

Key observations Key observations in relation to oil and gas price assumptions used in upstream oil and gas PP&E assets
impairment tests, and the recoverability of exploration and appraisal assets including the impacts of climate
change, are set out in the relevant key audit matter below.
Based on the audit evidence obtained both from internal and external legal counsel, we were satisfied with
management’s assertion that no provision should currently be made in respect of climate change litigation.
We reviewed management’s disclosure of the contingent liabilities in respect of these matters and concluded
that the disclosures are appropriate.
We were satisfied with the results of our procedures relating to DD&A charges, goodwill and
decommissioning.
We are satisfied that management’s other disclosures in the Annual Report relating to climate change are
consistent with the financial statements and our understanding of the business.
Impairment of upstream oil and gas property, plant and equipment (PP&E) assets
The group balance sheet includes property, plant and equipment (PP&E) We tested management’s internal controls over the setting of oil and
of $133 billion (2018 $135 billion), of which $90 billion (2018 $99 billion) gas prices, discount rates and reserve estimates, as well as the
is oil and gas properties within the upstream segment. controls over the performance of the impairment valuation tests. In
addition, we conducted the following substantive procedures.
Management announced an approximately $10 billion disposal
programme for 2019 and 2020. As a consequence of this, certain Oil and gas prices
assets identified for disposal have been assessed for impairment in • We independently developed a reasonable range of forecasts
the context of their fair value based on the expected disposal based on external data obtained, against which we compared the
proceeds from third parties, as opposed to their value in use. company’s future oil and gas price assumptions in order to
The transition to a lower carbon global economy may potentially lead challenge whether they are reasonable.
to a lower oil and gas price scenario in the future due to declining • In developing this range we obtained a variety of reputable third
demand. Management took into account considerations of party forecasts, peer information and market data.
uncertainty over the pace of the transition to lower-carbon supply and • In challenging management's price assumptions, we considered
demand and the social, political and environmental actions that will the extent to which they and each of the forecast pricing
be taken to meet the goals of the Paris climate change agreement scenarios obtained from third parties reflect the impact of lower
when determining their future oil and gas price assumptions and oil and gas demand due to climate change. We specifically
revised the future price assumptions downwards when compared reviewed third party forecasts stated as being, or interpreted by
with the prior year assumptions as set out in Note 1 on page 162. As us as being, consistent with achieving the Paris 2°C Goal and
a consequence, they identified a risk of impairment across all considered whether they presented contradictory evidence.
upstream CGUs. • We reviewed and challenged management’s disclosures
Accordingly, as required by International Accounting Standard (IAS) including in relation to the sensitivity of oil and gas price
36 'Impairment of Assets', management performed a review of all assumptions to reduced demand scenarios whether due to
the upstream cash generating units (CGUs) for indicators of climate change or other reasons.
impairment and impairment reversal as at 31 December 2019. Discount rates
Further information has been provided in Note 1. • We independently evaluated BP’s discount rates used in
In large part due to the disposal programme, for the year ended 31 impairment tests with input from Deloitte valuation specialists.
December 2019, BP recorded $5,871 million (2018 $400 million) of • We assessed whether country risks and tax adjustments were
upstream impairment charges and $129 million (2018 $580 million) of appropriately reflected in BP’s discount rates.
impairment reversals. Through our risk assessment procedures, we Reserves estimates
have determined that there are three key estimates in management’s
• We reviewed BP’s reserves estimation methods and policies,
determination of the level of impairment charge/reversal to record.
assisted by Deloitte reserves experts.
These are:
• We assessed, with the assistance of Deloitte reserves experts,
• Oil and gas prices - BP’s oil and gas price assumptions have a how these policies had been applied to a sample of internal
significant impact on CGU impairment assessments and reserves estimates.
valuations performed across the portfolio, and are inherently • We reviewed reports provided by external experts and assessed
uncertain. Furthermore, as noted above the estimation of future their scope of work and findings.
oil and gas prices is subject to increased uncertainty, given
climate change and the global energy transition. There is a risk
that management’s oil and gas price assumptions are not
reasonable, leading to a material misstatement. The assumptions
are highly judgemental.

Impairment of upstream oil and gas property, plant and equipment (PP&E) assets (continued)
• Discount rates - Given the long timeframes involved, certain • We assessed the competence, capability and objectivity of BP’s
recoverable amounts of assets are sensitive to the discount rate internal and external reserve experts, through obtaining their
applied. There is a risk that discount rates do not reflect the relevant professional qualifications and experience.
return required by the market and the risks inherent in the cash • We compared hydrocarbon production forecasts used in
flows being discounted, leading to a material misstatement. impairment tests to estimates and reports and our
Determination of the appropriate discount rate can be understanding of the life of fields.
judgemental. • We performed a retrospective review to check for indications of
• Reserves estimates - A key input to impairment assessments estimation bias over time.
and valuations is the production forecast, in turn closely related Other procedures
to the group’s reserves estimates and field development • We challenged management’s cash generating unit
assumptions. CGU-specific estimates are not generally material. determination and considered whether there was any
However, material misstatements could arise either from contradictory evidence present.
systematic flaws in reserves estimation policies, or due to flawed • We validated that BP’s asset impairment methodology was
estimates in a particularly material individual impairment test. appropriate and tested the integrity of impairment models.
We identified and focused on certain individual CGUs with a total • Where relevant, we also assessed management’s historical
carrying value of $12.3 billion (2018 $21.8 billion) which we forecasting accuracy and whether the estimates had been
determined would be most at risk of a material impairment as a result determined and applied on a consistent basis across the group.
of a reasonably possible change in the key assumptions, particularly Since 31 December 2019, the oil price has fallen sharply in large part
the oil and gas price assumptions. Accordingly, we identified these as due to the impact of the international spread of COVID-19
a significant audit risk. We also focused on assets with a further $33.4 (Coronavirus) and geopolitical factors. As part of our post balance
billion (2018 $31.5 billion) of combined CGU carrying value which sheet audit procedures we considered whether these events provide
were less sensitive. We identified these as a higher audit risk as they evidence of conditions that existed at the balance sheet date.
would be potentially at risk in aggregate to a material impairment by a
change in such assumptions. Further information regarding these
sensitivities is given in Note 1 to the consolidated financial
statements.
Key observations Oil and gas prices
The long-term oil and gas price assumptions used to determine recoverable amount through value-in-use
impairment tests are derived from the central case long term price assumption used for investment
appraisal purposes (as set out on page 19) and represent management’s best estimate of future prices as
set out in Note 1. We determined that BP’s oil and gas price assumptions are reasonable when compared
against the range of third party forecasts we identified as being appropriate for the purpose. In forming
this view, we included each forecaster’s 'best case', 'central case' or 'most likely' estimate.
For the purpose of PP&E impairment tests, management is required under IAS 36 to apply its current
'best estimate' of future oil and gas prices.
We observed that, as well as publishing a 'best case', 'central case' or 'most likely' estimate, the majority
of third party price forecasters publish a number of other future scenarios under different plausible
economic assumption sets, and that the price forecasts stated as being or interpreted by us as being
'Paris 2°C Goal' scenarios were the lowest of all scenarios from those forecasters. We observed that for
oil, all the prices in third party 'Paris 2°C Goal' scenarios in our sample were lower than BP’s oil price
assumption from 2023 onwards, and for gas, BP's price assumptions for impairment purposes were
close to the highest 'Paris 2°C Goal' scenario.
While these 'Paris 2°C Goal' scenarios indicate that BP’s price assumptions for impairment purposes are
not consistent with the world being on a path to achieving the Paris 2°C Goal we observed that none of
those third party forecasters described their 'Paris 2°C Goal' scenarios as their 'best case', 'central case'
or “most likely” estimate.
We reviewed the disclosures included in Note 1 to the accounts in respect of price assumptions,
including the sensitivity analysis presented therein. We observed that the second downside sensitivity, in
which prices start 15% lower than the best estimate and gradually reduce to 25% lower than the best
estimate by 2040, is within the range of third party Paris 2°C Goal forecasts both for oil and for gas albeit
towards the upper end for oil.
We are satisfied that the COVID-19 outbreak and the geopolitical factors are both non-adjusting events
and accordingly the recent sharp fall in the oil price is a result of conditions that arose after the balance
sheet date. As such we concluded that management’s future oil and gas price assumptions used in
impairment tests to assess the recoverable amount of assets at the balance sheet date should not be
adjusted.
Discount rates
BP’s post-tax nominal 6% weighted average cost of capital, used as the starting point for setting discount
rates used for impairment testing, was within the independent range calculated by our Deloitte valuation
specialists.
We were also satisfied with the calculation of country risk premia. When the rates were grossed up for
tax as required for impairment testing the rates for a small number of countries fell outside of our
reasonable range but there was an insignificant impact in respect of a small number of CGUs.
Accordingly, we are satisfied with the discount rates used in the impairment testing.

Key observations We reviewed the disclosures included in Note 1 to the accounts in respect of discount rate assumptions
used and confirmed that they are consistent with the IFRS disclosure requirements.
Reserves estimates
We concluded that the assumptions used to derive the estimates were reasonable.
Impairment of exploration and appraisal assets (included within intangible assets within the Group balance sheet)
The group capitalizes exploration and appraisal (E&A) expenditure on We obtained an understanding of the group’s E&A impairment
a project-by-project basis in line with IFRS 6 'Exploration for and assessment processes and tested management’s internal controls,
Evaluation of Mineral Resources'. At the end of 2019, $14 billion including the new control procedures implemented to address
(2018 $16 billion) of E&A expenditure was carried in the group potential climate change considerations.
balance sheet. E&A activity is inherently risky and a significant We performed a licence-by-licence risk assessment of the group’s
proportion of projects fail, requiring the write-off of the related E&A balance through to year end, to identify significant carrying
capitalized costs when the relevant criteria in IFRS 6 and BP’s amounts with a current period risk of impairment (e.g. new
accounting policy are met. information from exploration activities, or imminent licence expiry).
There is a significant judgement relating to the risk that certain We performed a retrospective review of impairment charges
capitalized E&A costs are not written off promptly at the appropriate recorded in the period, and assessed whether impairment charges
time, in line with information from, and decisions about E&A were timely.
activities, and the impairment requirements of IFRS 6.
We reviewed and challenged management’s significant IFRS 6
Furthermore, similar to upstream PP&E assets discussed above, E&A impairment judgements, having regard to the impairment criteria of
assets are also potentially exposed to climate change and the global IFRS 6 and BP’s accounting policy. We verified key facts relevant to
energy transition. A greater number of projects may be expected not significant carrying amounts (by obtaining for example evidence of
to proceed as a consequence of lower forecast future demand, lower future E&A plans and budgets, and evidence of active dialogue with
appetite by management and the board to allocate capital to certain partners and regulators including negotiations to renew licences or
projects, or increased objections from stakeholders to the modify key terms).
development of certain projects. In response, management has
updated its internal controls over its IFRS 6 assessment to reflect the We tested the completeness and accuracy of information used in
potential impact that climate change and the energy transition may management’s E&A impairment assessment, by reviewing and
have on E&A assets. testing key controls over management’s register of E&A licences and
agreeing key aspects of this to underlying support (e.g. licence
In the prior year audit, we had identified this key audit matter as a documentation); holding meetings and discussions with operational
significant risk primarily on account of uncertainty arising from the and finance management; considering adverse changes in
potential inability of the Company to secure key license extensions management’s reserves and resource estimates associated with E&A
in respect of assets in the Gulf of Mexico and on three licenses in assets; reviewing correspondence with regulators and joint
other regions. arrangement partners; and considering the implications of capital
During the current year, and subsequent to the year end, allocation decisions. When considering capital allocation decision
management have obtained licence extensions in the Gulf of Mexico making, we considered whether the development of any projects
and other regions such that we have concluded this no longer would be inconsistent with the elements of BP’s current strategy
represents a significant audit risk. Nevertheless, given the inherent which are designed to ensure it is resilient to the energy transition
uncertainty associated with the development and deployment of and climate change considerations or which would otherwise have a
these assets, we still consider this area to be a higher risk. prohibitively high environmental or social impact for the directors to
sanction the necessary investment.
Key observations We concluded that the key assumptions had been appropriately determined, the judgements management
had made were appropriately supported, and no additional impairments were identified from the work we
performed.
Where E&A costs were carried in respect of projects where licences had previously expired, we obtained
evidence that these licences have been renewed.
We also confirmed management's view that they did not consider that the development of any of their
E&A assets is inconsistent with BP’s current strategy. In that context we particularly considered the
Canadian oil sands assets (see Note 1) and concluded that, given low-carbon extraction technologies
required to optimise the development of these assets are being researched, continuing to carry the
assets was consistent with IFRS6.

Accounting for structured commodity transactions (SCTs) within the integrated supply and trading function (IST), and the valuation
of other level 3 financial instruments, where fraud risks may arise in revenue recognition (potentially impacting all financial
statement accounts, in particular finance debt)
In the normal course of business, IST enters into a variety of Accounting for structured commodity transactions:
transactions for delivering value across the group’s supply chain. The For structured commodity transactions, we performed audit
nature of these transactions requires significant audit effort be procedures to:
directed towards challenging management’s valuation estimates or
the adopted accounting treatment. • Test controls related to the transactions.
• Develop an understanding of the commercial rationale of the
Accounting for structured commodity transactions: IST may also
transactions through review of transaction support documents
enter into a variety of transactions which we refer to as SCTs. We
and executed agreements, and discussions with management.
generally consider a SCT to be an arrangement having one of the
following features: • Perform a detailed accounting analysis for a sample of structured
commodity transactions involving significant day 1 profits,
a) two or more counterparties with non-standard contractual deferred working capital arrangements, offtake arrangements
terms; and/or commitments.
b) multiple commodity-based transactions; and/or
To assess the appropriateness of the accounting treatment of SCTs,
c) contractual arrangements entered into in contemplation of each
we embedded technical accounting specialists within the audit team.
other.
During the year we identified two new SCTs which were subjected to
SCTs are often long-dated, can have a significant multi-year financial our audit procedures listed above. We also reconsidered the SCTs
impact, and may require the use of complex valuation models or which were identified during 2018 and which have been subject to
unobservable market inputs when determining their fair value, in ongoing assessment in 2019.
which case they will be classified as level 3 financial instruments
under IFRS 13, Fair Value Measurement. Other level 3 financial instruments:
To address the complexities associated with auditing the value of
Accounting for SCTs is often complex and involves significant
level 3 financial instruments, the engagement team included valuation
judgement, as these transactions often feature multiple elements
specialists having significant quantitative and modelling expertise to
that will have a material impact on the presentation and disclosure of
assist in performing our audit procedures. Our valuation audit
these transactions in the financial statements and on key
procedures included the following control and substantive
performance measures, including in particular classification of
procedures:
liabilities as finance debt. We have identified the accounting for SCTs
as a significant audit risk. • We tested the group’s valuation controls including the:
Level 3 financial instruments: Unlike other financial instruments • Model certification control, which is designed to review a
whose values or inputs are readily observable and therefore more model’s theoretical soundness and the appropriateness of its
easily independently corroborated, there are certain transactions for valuation methodology; and
which the valuation is inherently more subjective due to the use of • Independent price verification control, which is designed to
either complex valuation models and/or unobservable inputs. These review the appropriateness of valuation inputs that are not
instruments are classified as level 3 financial assets or liabilities observable and are significant to the financial instrument’s
under IFRS 13. This degree of subjectivity also gives rise to potential valuation.
fraud through management incorporating bias in determining fair We performed substantive valuation testing procedures at interim
values. Accordingly, we have identified these as a significant audit and year-end balance sheet dates, including:
risk.
• Engaging a Deloitte valuations specialist to develop fair value
As at 31 December 2019, the group’s total financial assets and estimates, using independently sourced inputs where these
liabilities measured at fair value were $12.5 billion (2018 $12.8 billion) were available, and challenge models to evaluate against
and $8.8 billion (2018 $8.9 billion), of which level 3 derivative financial management’s fair value estimates by evaluating whether the
assets were $5.3 billion (2018 $3.6 billion) and level 3 derivative differences between our independent estimates and
financial liabilities were $4.4 billion (2018 $3.1 billion). management’s estimates were within a reasonable range. In
situations where we utilised management’s inputs, these were
compared to external data sources to ensure they were
reasonable;
• Evaluating management’s valuation methodologies against
standard valuation practice and analysing whether a consistent
framework is applied across the business period over period; and
• Comparing management’s input assumptions against the
expected assumptions of other market participants and
observable market data.
Key observations We reviewed the features of the SCTs and determined that the accounting adopted for each of these was
appropriate and in accordance with IFRS.
We concluded that management’s valuations relating to level 3 instruments were appropriate.
We did not identify any indications of fraudulent misrepresentation of revenue recognition in the
transactions, valuation estimates or accounting entries that we tested.

IT controls relating to financial systems (potentially impacting all financial statement accounts)
The group’s financial systems environment is complex, with 121 We obtained an understanding of management’s processes and
separate systems scoped as being relevant for the group audit. relevant financial systems, and tested the associated general IT
Due to the reliance on financial systems within the group, IT controls controls and automated business controls. We also tested the
which support these systems are critical to maintaining an effective integrity of key reports. This testing led us to identify a number of
deficiencies, notably in relation to user access and change
control environment.
management.
We identified IT control deficiencies in two key areas.
User Access Management:
User Access Management: In responding to the identified deficiencies in user access, our IT
In the prior year, we identified a number of deficiencies relating to audit specialists performed procedures to:
user access management, both within the group and at the • Test the controls that management has implemented or re-
group’s IT service organizations (together ‘access deficiencies’). designed in order to remediate the deficiencies;
Management commenced the implementation of a remediation • Assess and test the mitigating controls that management
programme in the prior year, although this programme extends identified, including directly testing those controls operated by IT
into 2020. service organizations; and
During our 2019 audit we identified a number of additional • Determine the impact that utilizing inappropriate levels of access
deficiencies relating to user access management in the IT could feasibly have had on the affected systems including
environment as a result of new systems in scope, the control of assessing the likelihood of inappropriate user access impacting
highly privileged finance access and the management of the financial statements, and test controls implemented by
segregation of duties. management to identify instances of the use of inappropriate
The access deficiencies identified increase the risk that individuals access.
across BP had inappropriate access during the period. This results in Change Management:
an increased risk that data and reports from the affected systems In responding to the identified deficiencies our IT audit specialists
are not reliable. The access deficiencies impact all components performed independent testing over:
within the scope of our group audit. • The mitigating controls performed by management; and
Management remediated some of the deficiencies during 2019. For • Key automated business controls and the logic and accuracy of key
the remaining deficiencies, management implemented mitigating reports to ensure no changes had impacted their effectiveness.
controls to confirm that no inappropriate access had been exploited. These procedures were designed to address the likelihood and
Change Management: impact of inappropriate or untested changes being implemented.
A new change management process and change control ticketing
system, ServiceNow, was implemented for 2019. Following the change
in process and tool a number of deficiencies were identified by Deloitte
and by management around the consistent implementation of the
minimum change management controls.
The change management deficiencies identified increase the risk of
inappropriate or untested changes being made which could negatively
impact the way a system operates and accordingly, the ongoing integrity
of the controls, reports and data within key financial systems.
In responding to the identified deficiencies management have
implemented retrospective approvals for all exceptions identified.
Management also performed a full review of all changes made to all
systems in the scope of our group audit to ensure all changes were
appropriate and that change management controls were documented.
In addition management established a programme to remediate all the
identified deficiencies.
The change management issues identified impact all components
within the scope of our group audit.
Both the user access management controls and the controls over the
management of system change are pervasive to the group’s operations
and accordingly the level of risk ascribed to our work in this area is
dependent on the nature and complexity of the control itself and the
risks addressed by the control.
Key observations Our testing confirmed that the remediated controls were operating effectively.
Our testing of the mitigating controls management performed, alongside our independent testing to
demonstrate whether the access and change management deficiencies were exploited during the year, did
not identify instances of inappropriate access usage or change implementation.
Accordingly, we were satisfied with the results of the remediation to date and the mitigation such that we
continued to adopt an audit approach which places reliance on the operating effectiveness of financial
controls. Under our methodology, this enables us to apply lower sample sizes in our substantive testing.
Management continues to work to remediate fully the access and change management deficiencies
identified.

Management override of controls (potentially impacting all financial statement accounts)
We conducted an assessment of the fraud risks arising from We tested the relevant primary and, where necessary, compensating
management override of controls by considering potential areas controls that management identified as responding to the risk of
where the group’s financial statements could be manipulated, fraudulent journal entries.
including: In addition, we:
• Inappropriate accounting estimates and judgements; and • Made inquiries of individuals involved in the financial reporting
• Accounting for significant unusual transactions arising from process about inappropriate or unusual activity relating to the
changes to the business. processing of journal entries and other adjustments.
In performing this assessment we considered pressures or • Identified and tested relevant entity-level controls, in particular
incentives to achieve certain IFRS or non-GAAP measures due to the those related to the BP Code of Conduct, whistleblowing (BP
remuneration arrangements of people in Financial Reporting OpenTalk) and controls monitoring financial reporting processes
Oversight Roles (FRORs), including management and senior and financial results.
executives. • Used our data analytics tools to select journal entries and other
During our 2018 audit we identified control deficiencies relating to the adjustments made at the end of a reporting period or otherwise
posting of accounting journal entries at the components where having characteristics which are associated with common fraud
testing was performed. These control deficiencies remain as of the schemes for testing.
end of 2019 and extended to other components where testing was • Tested journal entries and other adjustments recorded in the
performed. There were also other changes to BP’s processes for the general ledger throughout the period, with a particular focus on
posting of certain journals which created further deficiencies. As in adjustments that occur late in the financial close process.
the previous year, management directed us to other compensating We have reviewed accounting estimates for bias and evaluated
controls which they considered to mitigate the risks, which we whether the circumstances producing the bias, if any, represent a risk
subsequently tested. Management has initiated a remediation of material misstatement due to fraud. A number of the most
programme which will extend into 2020. significant estimates are covered by the other Key Audit Matters set
This had a significant bearing again this year on the allocation of out above. This assessment included:
resources in the audit, and the direction of effort of the audit team • Evaluating whether the judgements and decisions made by
globally and was a matter we discussed with the audit committee. management in making the accounting estimates included in the
Accordingly, we identified this as a key audit matter. financial statements, even if they are individually reasonable,
indicate a possible bias on the part of BP's management that
may represent a risk of material misstatement due to fraud; and
• Performing a retrospective review of management judgements
and assumptions related to significant accounting estimates
reflected in the financial statements of the prior year.
We considered whether there were any significant transactions that
are outside the normal course of business, or that otherwise appear
to be unusual due to their nature, timing or size.
The risks and responses to the revenue recognition risks within the
integrated supply and trading function are set out on page 138.
Key observations The nature of the identified deficiencies over journal entry controls varies from business to business, so
there is no single root cause. Management identified compensating controls to mitigate the risk
associated with the design deficiencies identified. These included low-level analytical reviews, controls
over closing balances, period-end analytical review controls and certain automated business controls. Our
testing of these compensating controls concluded they were, in combination, appropriately designed and
implemented and that they were operating effectively for the year.
Our substantive testing of journal entries and other adjustments, selected through the use of our data
analytics tools, did not identify any inappropriate items.
We did not identify evidence of overall bias or any significant and unusual transactions for which the
business rationale (or the lack thereof) of the transaction suggested that it may have been entered into to
engage in fraudulent financial reporting or to conceal misappropriation of assets.
Management is continuing to design and implement appropriate process level controls over journal
entries in 2020.
Our application of materiality

We define materiality as the magnitude of misstatement in the financial statements that makes it probable that the economic decisions of a
reasonably knowledgeable person would be changed or influenced. We use materiality both in planning the scope of our audit work and in
evaluating the results of our work.
Based on our professional judgement, we determined materiality for the financial statements as a whole as follows:

Group financial statements Parent company financial statements
Materiality Materiality has been set at $850 million for the current Materiality has been set at $1,200 million for the
year. In 2018, we used a materiality of $750 million. The current year. (2018 $1,200 million)
increase is partly due to BP’s financial performance in
2019 and also the fact that our 2018 materiality level
reflected some conservatism in our first year as auditor.
Basis for determining We considered a number of metrics when determining We determined materiality for our audit of the
materiality group materiality, including profit before taxation, profit standalone parent using 1% (2018 1%) of net assets.
before impairment charges and taxation and underlying
replacement cost profit before interest and taxation.
Our selected materiality figure represents 10.3% of
profit before taxation, 5.7% of profit before impairment
charges and taxation, and 5.0% of underlying
replacement cost profit before interest and taxation. In
2018, we determined materiality to be $750m which
represented 4.5% of profit before taxation and 3.2% of
underlying replacement cost profit before interest and
taxation. The significant impairment charges of
$6,847m recognized in 2019 caused us to place more
emphasis on profit before impairment charges and
taxation in our determination of materiality this year.
Rationale for the We conducted an assessment of which line items are The materiality determined for the standalone parent
benchmark applied the most important to investors and analysts by company financial statements exceeds the group
reviewing analyst reports and BP's communications to materiality as it is determined on a different basis given
shareholders and lenders, as well as the the nature of the parent company operations. As the
communications of peer companies. This assessment company is nontrading and operates primarily as a
resulted in us selecting the financial statement line holding company, we believe the net asset position is
items above. the most appropriate benchmark to use.
Profit before tax is the benchmark ordinarily considered Where there were balances and transactions within the
by us when auditing listed entities. It provides parent company accounts that were within the scope
comparability against other companies across all of the audit of the group financial statements, our
sectors, but has limitations when auditing companies procedures were undertaken using the lower
whose earnings are strongly correlated to commodity materiality level applying to the group audit
prices, which can be volatile from one period to the components. It was only for the purposes of testing
next, and therefore may not be representative of the balances not relevant to the group audit, such as
volume of transactions and the overall size of the intercompany investment balances, that the higher
business in the year, or where the impact of price level of materiality applied in practice.
volatility may result in material impairment charges or
reversals in a particular year. The significant impairment
charges recognized in 2019 caused us to place more
emphasis on profit before impairment charges and
taxation this year.
Whilst not a GAAP measure, underlying replacement
cost profit before interest and tax is one of the key
metrics communicated by management in BP's results
announcements. It excludes some of the volatility
arising from changes in crude oil, gas and product
prices as well as non-operating items.

Performance materiality
We set performance materiality at a level lower than materiality to reduce the probability that, in aggregate, uncorrected and undetected
misstatements exceed the materiality for the financial statements as a whole. Group performance materiality was set at 60% of group
materiality for the 2019 audit (2018 50%). The increase was due to performance materiality being set at a conservative level for 2018, given it
was our first year as auditor, and to reflect our increased knowledge of the business.
Error reporting threshold
We agreed with the audit committee that we would report to the committee all audit differences in excess of $35 million (2018 $25 million), as
well as differences below that threshold that, in our view, warranted reporting on qualitative grounds. We also report to the audit committee on
disclosure matters that we identified when assessing the overall presentation of the financial statements.
An overview of the scope of our audit
Identification and scoping of components
As a result of the highly disaggregated nature of the group, with operations in over 70 countries through approximately 1,000 components, a
significant portion of our audit planning effort was ensuring that the scope of our work is appropriate in addressing the identified risks of
material misstatement.
The factors that we considered when assessing the scope of the BP audit, and the level of work to be performed at the components that are
in scope for group reporting purposes, included the following:
• The financial significance of an operating unit to BP’s revenue and profit before tax, or PP&E, including consideration of the financial
significance of specific account balances or transactions.
• The significance of specific risks relating to an operating unit, history of unusual or complex transactions, identification of significant audit
issues or the potential for, or a history of, material misstatements.
• The effectiveness of the control environment and monitoring activities, including entity-level controls.
• The findings, observations and audit differences that we noted as a result of our 2018 audit engagement.
Our audit approach was generally to place reliance on management’s controls over financial reporting.
To ensure we were able to obtain sufficient, appropriate audit evidence for the purposes of our audit of the financial statements, we performed
full scope audit procedures for 179 reporting consolidation units ('cons units' or components) (2018 108) which were selected based on their
size or risk characteristics. The primary reason for the change in scope is a change in our approach to the global audit of the IST function. We
also added to our full scope audit components for 2019 the new businesses acquired in onshore US in 2018 from BHP. Our full-scope audits are
in the UK, US, Azerbaijan, Germany and Singapore. One of the full-scope cons units includes the investment in Rosneft, a material associate
not controlled by BP.
In addition, component teams performed audit procedures on specified account balances for 55 cons units (2018 16) also covering operations
in Angola, Alaska, Trinidad & Tobago and Australia. The group engagement team performed audit procedures on specified account balances by
segment teams to component materiality, with certain additional specific procedures performed by component teams, covering an additional
29 cons units (2018 12).
In our assessment of the residual balances, we have considered in particular the risk that there could be a material misstatement within the
large number of geographically dispersed businesses, in particular within the downstream segment. This assessment included use of our
analytic tools to interrogate data, preparation of trend analysis and comparison of business performance to market benchmark prices. We
concluded that through this additional risk assessment, we have reduced the audit risk of such a misstatement arising to a sufficiently low
level.
The remaining components are not significant individually and include many small, low risk components and balances. On average, they each
represent 0.03% of group revenue (2018 0.06%) and 0.03% of property, plant and equipment (2018 0.08%). For these components, we
performed other procedures, including conducting analytical review procedures, making inquiries, and evaluating and testing management's
group-wide controls across a range of locations and segments in order to address the risk of residual misstatement on a segment-wide and
component basis.
Working with other auditors
The group audit team provides direct oversight, review, and coordination of our component audit teams. The group audit team interacted
regularly with the compnent Deloitte teams during each stage of the audit, were responsible for the scope and direction of the audit process
and reviewed key working papers. We maintained continuous and open dialogue with our component teams in addition to holding formal
meetings quarterly to ensure that we were fully aware of their progress and results of their procedures.
The senior statutory auditor and other group audit partners and staff conducted visits to meet with the component teams responsible for all of
the full scope locations during the year as well as Egypt, Trinidad & Tobago, and key Global Business Services (GBS) accounting locations. These
visits included attending planning meetings, discussing the audit approach and any issues arising from the component team's work, meetings
with local management, and reviewing key audit working papers on higher and significant-risk areas to drive a consistent and high-quality audit.
In addition, a global audit planning meeting was held in London for two days in July led by the senior statutory auditor and involving the group
audit team, partners and staff from all full scope component teams, audit teams responsible for testing at key GBS locations, senior
management from BP, and the audit committee chairman.
We were provided with direct access to Rosneft's auditor in order to evaluate their audit work on the financial statements of Rosneft, used as
the basis for BP's equity accounting. We held meetings with Rosneft's auditor throughout the year, issued audit instructions to them, reviewed
their written clearance reports responding to these instructions and, through our direct access, were able to exercise appropriate supervision
and oversight of their audit work. We also tested directly BP's procedures and controls over its accounting for the investment in Rosneft.

Other information
The directors are responsible for the other information. The other information comprises the information included We have nothing to
in the annual report, other than the financial statements and our auditor’s report thereon. report in respect of
Our opinion on the financial statements does not cover the other information and, except to the extent otherwise these matters.
explicitly stated in our report, we do not express any form of assurance conclusion thereon.
In connection with our audit of the financial statements, our responsibility is to read the other information and, in
doing so, consider whether the other information is materially inconsistent with the financial statements or our
knowledge obtained in the audit or otherwise appears to be materially misstated.
If we identify such material inconsistencies or apparent material misstatements, we are required to determine
whether there is a material misstatement in the financial statements or a material misstatement of the other
information. If, based on the work we have performed, we conclude that there is a material misstatement of this
other information, we are required to report that fact.
In this context, matters that we are specifically required to report to you as uncorrected material misstatements
of the other information include where we conclude that:
• Fair, balanced and understandable - the statement given by the directors that they consider the annual report
and financial statements taken as a whole is fair, balanced and understandable and provides the information
necessary for shareholders to assess the group’s position and performance, business model and strategy, is
materially inconsistent with our knowledge obtained in the audit; or
• Audit committee reporting - the section describing the work of the audit committee does not appropriately
address matters communicated by us to the audit committee; or
• Directors’ statement of compliance with the UK Corporate Governance Code - the parts of the directors’
statement required under the Listing Rules relating to the company’s compliance with the UK Corporate
Governance Code containing provisions specified for review by the auditor in accordance with Listing Rule
9.8.10R(2) do not properly disclose a departure from a relevant provision of the UK Corporate Governance
Code.
Responsibilities of directors
As explained more fully in the directors’ responsibilities statement, the directors are responsible for the preparation of the financial statements
and for being satisfied that they give a true and fair view, and for such internal control as the directors determine is necessary to enable the
preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the directors are responsible for assessing the group’s and the parent company’s ability to continue as a
going concern, disclosing as applicable, matters related to going concern and using the going concern basis of accounting unless the directors
either intend to liquidate the group or the parent company or to cease operations, or have no realistic alternative but to do so.
Auditor’s responsibilities for the audit of the financial statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement,
whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but
is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists.
Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected
to influence the economic decisions of users taken on the basis of these financial statements.
Details of the extent to which the audit was considered capable of detecting irregularities, including fraud and non-compliance with laws and
regulations are set out below.

A further description of our responsibilities for the audit of the financial statements is located on the FRC’s website at: frc.org.uk/
auditorsresponsibilities. This description forms part of our auditor’s report.
Extent to which the audit was considered capable of detecting irregularities, including fraud
We identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, and then design and
perform audit procedures responsive to those risks, including obtaining audit evidence that is sufficient and appropriate to provide a basis for
our opinion.
Identifying and assessing potential risks related to irregularities
In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and
regulations, we considered the following:
• Our meetings throughout the year with the Group Head of Ethics and Compliance and reviews of BP’s internal ethics and compliance
reporting summaries, including those concerning investigations;
• Enquiries of management, internal audit, and the audit committee, including obtaining and reviewing supporting documentation, concerning
the Group’s policies and procedures relating to:
– identifying, evaluating and complying with laws and regulations and whether they were aware of any instances of non-compliance
– detecting and responding to the risks of fraud and whether they have knowledge of any actual, suspected or alleged fraud; and
– the internal controls established to mitigate risks related to fraud or non-compliance with laws and regulations;
• The group’s remuneration policies, key drivers for remuneration and bonus levels; and
• Discussions among the engagement team regarding how and where fraud might occur in the financial statements and any potential
indicators of fraud. The engagement team includes audit partners and staff who have extensive experience of working with companies in the
same sectors as BP operates, and this experience was relevant to the discussion about where fraud risks may arise. The discussions also
involved fraud experts from Deloitte's forensic accounting function in the Financial Advisory service line, who advised the engagement team
of fraud schemes that had arisen in similar sectors and industries and participated in the initial fraud risk assessment discussions.
In common with all audits under ISAs (UK), we are also required to perform specific procedures to respond to the risk of management
override.
We also obtained an understanding of the legal and regulatory framework that the group operates in, focusing on provisions of those laws and
regulations that had a direct effect on the determination of material amounts and disclosures in the financial statements. The key laws and
regulations we considered in this context included the UK Companies Act, UK Corporate Governance Code, IFRS as issued by the IASB and
adopted by the EU, FRS 101, US Securities Exchange Act 1934 and relevant SEC regulations, as well as laws and regulations prevailing in each
country in which we identified a full-scope component.
In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance
with which may be fundamental to the group’s ability to operate or to avoid a material penalty. These included the group’s operating licences,
environmental regulations etc.
Audit response to risks identified
As a result of performing the above, we did not identify any key audit matters related to the potential risk of fraud or non-compliance with laws
and regulations. We did identify two key audit matters relating to fraud risks, as described above, being the accounting for SCTs and Level 3
instruments within IST, and management override of controls. The key audit matters section of our report explains the matters in more detail
and also describes the specific procedures we performed in response to those key audit matters.
In addition to the above, our procedures to respond to risks identified included the following:
• Reviewing the financial statement disclosures and testing to supporting documentation to assess compliance with provisions of relevant
laws and regulations described as having a direct effect on the financial statements;
• Enquiring of management, the audit committee, and both internal and external legal counsel concerning actual and potential litigation and
claims;
• Performing analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to
fraud;
• Reading minutes of meetings of those charged with governance, reviewing internal audit reports and reviewing correspondence with
relevant tax authorities including HMRC and IRS; and
• In addressing the risk of fraud through management override of controls, testing the appropriateness of journal entries and other
adjustments; assessing whether the judgements made in making accounting estimates are indicative of a potential bias; and evaluating the
business rationale of any significant transactions that are unusual or outside the normal course of business.
We also communicated relevant identified laws and regulations and potential fraud risks to all engagement team members including internal
specialists and significant component audit teams, and remained alert to any indications of fraud or non-compliance with laws and regulations
throughout the audit.

Report on other legal and regulatory requirements
Opinions on other matters prescribed by the Companies Act 2006
In our opinion the part of the directors’ remuneration report to be audited has been properly prepared in accordance with the Companies Act
2006.
In our opinion, based on the work undertaken in the course of the audit:
• The information given in the strategic report and the directors’ report for the financial year for which the financial statements are prepared
is consistent with the financial statements; and
• The strategic report and the directors’ report have been prepared in accordance with applicable legal requirements.
In the light of the knowledge and understanding of the group and the parent company and their environment obtained in the course of the
audit, we have not identified any material misstatements in the strategic report or the directors’ report.
Matters on which we are required to report by exception

Adequacy of explanations received and accounting records
Under the Companies Act 2006 we are required to report to you if, in our opinion: We have nothing to
• We have not received all the information and explanations we require for our audit; or report in respect of
• Adequate accounting records have not been kept by the parent company, or returns adequate for our audit these matters.
have not been received from branches not visited by us; or
• The parent company financial statements are not in agreement with the accounting records and returns.
Directors’ remuneration
Under the Companies Act 2006 we are also required to report if in our opinion certain disclosures of directors’ We have nothing to
remuneration have not been made or the part of the directors’ remuneration report to be audited is not in report in respect of
agreement with the accounting records and returns. these matters.
Other matters
Auditor tenure
The board appointed Deloitte as the company's auditor with effect from 29 March 2018 to fill the vacancy arising from the resignation of the
previous auditor. On 21 May 2019, shareholders resolved at the annual general meeting to reappoint Deloitte as auditor from the conclusion of
the meeting until the conclusion of the annual general meeting to be held in 2020 and authorized the directors to set the audit fees.
The first accounting period we audited was the 12 month period ended 31 December 2018. In 2017, we commenced our audit planning
procedures. The period of total uninterrupted engagement including previous renewals and reappointments of the firm is accordingly two years.
Consistency of the audit report with the additional report to the audit committee
Our audit opinion is consistent with the additional report to the audit committee we are required to provide in accordance with ISAs (UK).
Use of our report
This report is made solely to the company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our
audit work has been undertaken so that we might state to the company’s members those matters we are required to state to them in an
auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other
than the company and the company’s members as a body, for our audit work, for this report, or for the opinions we have formed.
Douglas King FCA (Senior statutory auditor)

For and on behalf of Deloitte LLP
Statutory Auditor
London, United Kingdom
18 March 2020

Report of Independent Registered Public Accounting Firm
To the shareholders and board of directors of BP p.l.c.
Opinion on the financial statements
We have audited the accompanying consolidated group balance sheets of BP p.l.c. (the company) and subsidiaries (together the group) as at
31 December 2019 and 2018, and the related consolidated group income statements, group statements of comprehensive income, group
statements of changes in equity, and group cash flow statements, for each of the two years in the period ended 31 December 2019, and the
related notes as well as the legal proceedings described on pages 319-320 (collectively referred to as the 'group financial statements'). In our
opinion, the group financial statements present fairly, in all material respects, the financial position of the group as at 31 December 2019 and
2018, and the results of its operations and its cash flows for each of the two years in the period ended 31 December 2019, in conformity with
International Financial Reporting Standards (IFRS) as adopted by the European Union and IFRS as issued by the International Accounting
Standards Board.
We have also audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the
group's internal control over financial reporting as of 31 December 2019, based on criteria established in the UK Financial Reporting Council’s
Guidance on Risk Management, Internal Control and Related Financial and Business Reporting relating to internal control over financial
reporting and our report dated 18 March 2020 expressed an unqualified opinion on the group's internal control over financial reporting.
Basis for opinion
These financial statements are the responsibility of the group's management. Our responsibility is to express an opinion on the group's
financial statements based on our audits. We are a public accounting firm registered with the PCAOB and are required to be independent with
respect to the group in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and
Exchange Commission and the PCAOB.
We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to
obtain reasonable assurance about whether the financial statements are free of material misstatement, whether due to error or fraud. Our
audits included performing procedures to assess the risks of material misstatement of the financial statements, whether due to error or fraud,
and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts
and disclosures in the financial statements. Our audits also included evaluating the accounting principles used and significant estimates made
by management, as well as evaluating the overall presentation of the financial statements. We believe that our audit provides a reasonable
basis for our opinion.
Critical Audit Matters
The critical audit matters communicated below are matters arising from the current-period audit of the group financial statements that were
communicated or required to be communicated to the audit committee and that (1) relate to accounts or disclosures that are material to the
group financial statements and (2) involved especially challenging, subjective, or complex judgments. The communication of critical audit
matters does not alter in any way our opinion on the financial statements, taken as a whole, and we are not, by communicating the critical
audit matters below, providing separate opinions on the critical audit matters or on the accounts or disclosures to which they relate.
Throughout the course of our audit we identify risks of material misstatement ('risks'). We consider both the likelihood of a risk and the
potential magnitude of a misstatement in making the assessment. Certain risks are classified as 'significant' or 'higher' depending on their
severity. The category of the risk determines the level of evidence we seek in providing assurance that the associated financial statement item
is not materially misstated.
Impairment of upstream oil and gas property, plant and equipment (PP&E) assets - Notes 1 and 12 to the financial statements
Critical Audit Matter Description
The group balance sheet includes property, plant and equipment (PP&E) of $133 billion, of which $90 billion is oil and gas properties within the
upstream segment.
Management announced an approximately $10 billion disposal programme for 2019 and 2020. As a consequence of this, certain assets
identified for disposal have been assessed for impairment in the context of their fair value based on the expected disposal proceeds from third
parties, as opposed to their value in use.
The transition to a lower carbon global economy may potentially lead to a lower oil and gas price scenario in the future due to declining
demand. Management took into account considerations of uncertainty over the pace of the transition to lower-carbon supply and demand and
the social, political and environmental actions that will be taken to meet the goals of the Paris climate change agreement when determining
their future oil and gas price assumptions and revised the future price assumptions downwards when compared with the prior year
assumptions as set out in Note 1 on page 162. As a consequence, they identified a risk of impairment across all upstream CGUs.
Accordingly, as required by International Accounting Standard (IAS) 36 'Impairment of Assets', management performed a review of all the
upstream cash generating units (CGUs) for indicators of impairment and impairment reversal as at 31 December 2019. Further information has
been provided in Note 1.
In large part due to the disposal programme, for the year ended 31 December 2019 BP recorded $5,871 million of upstream impairment
charges and $129 million of impairment reversals. Through our risk assessment procedures, we have determined that there are three key
estimates in management’s determination of the level of impairment charge/reversal to record. These are:
a. Oil and gas prices - BP’s oil and gas price assumptions have a significant impact on CGU impairment assessments and valuations
performed across the portfolio, and are inherently uncertain. Furthermore, as noted above the estimation of future oil and gas prices is
subject to increased uncertainty, given climate change and the global energy transition. There is a risk that management’s oil and gas
price assumptions are not reasonable, leading to a material misstatement. The assumptions are highly judgemental.
b. Discount rates - Given the long timeframes involved, certain recoverable amounts of assets are sensitive to the discount rate applied.
There is a risk that discount rates do not reflect the return required by the market and the risks inherent in the cash flows being
discounted, leading to a material misstatement. Determination of the appropriate discount rate can be judgemental.
c. Reserves estimates - A key input to impairment assessments and valuations is the production forecast, in turn closely related to the
group’s reserves estimates and field development assumptions. CGU-specific estimates are not generally material. However, material

misstatements could arise either from systematic flaws in reserves estimation policies, or due to flawed estimates in a particularly
material individual impairment test.
We identified and focused on certain individual CGUs with a total carrying value of $12.3 billion which we determined would be most at risk of
a material impairment as a result of a reasonably possible change in the key assumptions, particularly the oil and gas price assumptions.
Accordingly, we identified these as a significant audit risk. We also focused on assets with a further $33.4 billion of combined CGU carrying
value which were less sensitive. We identified these as a higher audit risk as they would be potentially at risk in aggregate to a material
impairment by a change in such assumptions. Further information regarding these sensitivities is given in Note 1 to the consolidated financial
statements.
How the Critical Audit Matter was addressed in the Audit
We tested management’s internal controls over the setting of oil and gas prices, discount rates and reserve estimates, as well as the
controls over the performance of the impairment valuation tests. In addition, we conducted the following substantive procedures.
Oil and gas prices
• We independently developed a reasonable range of forecasts based on external data obtained, against which we compared the company’s
future oil and gas price assumptions in order to challenge whether they are reasonable.
• In developing this range we obtained a variety of reputable third party forecasts, peer information and market data.
• In challenging management's price assumptions, we considered the extent to which they and each of the forecast pricing scenarios
obtained from third parties reflect the impact of lower oil and gas demand due to climate change. We specifically reviewed third party
forecasts stated as being, or interpreted by us as being, consistent with achieving the 2015 COP 21 Paris agreement goal to limit
temperature rises to well below 2°C (Paris 2°C Goal).
• We reviewed and challenged management’s disclosures including in relation to the sensitivity of oil and gas price assumptions to reduced
demand scenarios whether due to climate change or other reasons.
Discount rates
• We independently evaluated BP’s discount rates used in impairment tests with input from Deloitte valuation specialists.
• We assessed whether country risks and tax adjustments were appropriately reflected in BP’s discount rates.
Reserves estimates
• We reviewed BP’s reserves estimation methods and policies, assisted by Deloitte reserves experts.
• We assessed, with the assistance of Deloitte reserves experts, how these policies had been applied to a sample of internal reserves
estimates.
• We reviewed reports provided by external experts and assessed their scope of work and findings.
• We assessed the competence, capability and objectivity of BP’s internal and external reserve experts, through obtaining their relevant
professional qualifications and experience.
• We compared hydrocarbon production forecasts used in impairment tests to estimates and reports and our understanding of the life of
fields.
• We performed a retrospective review to check for indications of estimation bias over time.
Other procedures
• We challenged management’s CGU determination, and considered whether there was any contradictory evidence present.
• We validated that BP’s asset impairment methodology was appropriate and tested the integrity of impairment models.
• Where relevant, we also assessed management’s historical forecasting accuracy and whether the estimates had been determined and
applied on a consistent basis across the group.
Since 31 December 2019, the oil price has fallen sharply in large part due to the impact of the international spread of COVID-19 (Coronavirus)
and geopolitical factors. As part of our post balance sheet audit procedures we considered whether these events provide evidence of
conditions that existed at the balance sheet date.
Impairment of exploration and appraisal assets (included within 'intangible assets' within the group balance sheet) - Notes 1 and 15
to the financial statements
The group capitalizes exploration and appraisal (E&A) expenditure on a project-by-project basis in line with IFRS 6 'Exploration for and
Evaluation of Mineral Resources'. At the end of 2019, $14 billion of E&A expenditure was carried in the group balance sheet. E&A activity is
inherently risky and a significant proportion of projects fail, requiring the write-off of the related capitalized costs when the relevant criteria
in IFRS 6 and BP’s accounting policy are met.
There is a significant judgement relating to the risk that certain capitalized E&A costs are not written off promptly at the appropriate time,
in line with information from, and decisions about, E&A activities and the impairment requirements of IFRS 6.
Furthermore, similar to upstream PP&E assets discussed above, E&A assets are also potentially exposed to climate change and the global
energy transition. A greater number of projects may be expected not to proceed as a consequence of lower forecast future demand, lower
appetite by management and the board to allocate capital to certain projects, or increased objections from stakeholders to the
development of certain projects.
During the current year, and subsequent to the year end, management have obtained license extensions in the Gulf of Mexico and other
regions where licenses had previously expired such that we have concluded this does not represent a significant audit risk. Nevertheless,
given the inherent uncertainty associated with the development and deployment of these assets, we still consider this area to be a higher
risk.
We obtained an understanding of the group’s E&A impairment assessment processes and tested management’s internal controls,

including the controls addressing potential climate change considerations.
We performed a licence-by-licence risk assessment of the group’s E&A balance through to year end, to identify significant carrying
amounts with a current period risk of impairment (e.g. new information from exploration activities, or imminent licence expiry).
We performed a retrospective review of impairment charges recorded in the period, and assessed whether impairment charges were
timely.
We reviewed and challenged management’s significant IFRS 6 impairment judgements, having regard to the impairment criteria of IFRS 6
and BP’s accounting policy. We verified key facts relevant to significant carrying amounts (by obtaining for example evidence of future E&A
plans and budgets, and evidence of active dialogue with partners and regulators including negotiations to renew licences or modify key
terms).
We tested the completeness and accuracy of information used in management’s E&A impairment assessment, by reviewing and testing
key controls over management’s register of E&A licences and agreeing key aspects of this to underlying support (e.g. licence
documentation); holding meetings and discussions with operational and finance management; considering adverse changes in
management’s reserves and resource estimates associated with E&A assets; reviewing correspondence with regulators and joint
arrangement partners; and considering the implications of capital allocation decisions. When considering capital allocation decision making,
we considered whether the development of any projects would be inconsistent with the elements of BP’s current strategy which are
designed to ensure it is resilient to the energy transition and climate change considerations or which would otherwise have a prohibitively
high environmental or social impact for the directors to sanction the necessary investment.
Accounting for structured commodity transactions (SCTs) within the integrated supply and trading function (IST), and the
valuation of other level 3 financial instruments, where fraud risks may arise in revenue recognition (potentially impacting all
financial statement accounts, in particular finance debt) - Notes 1, 20, 22, 29 and 30 to the financial statements
In the normal course of business, IST enters into a variety of transactions for delivering value across the group’s supply chain. The nature of
these transactions requires significant audit effort be directed towards challenging management’s valuation estimates or the adopted
accounting treatment.
Accounting for structured commodity transactions:
IST may also enter into a variety of transactions which we refer to as SCTs. We generally consider a SCT to be an arrangement having one of
the following features:
• Two or more counterparties with non-standard contractual terms;
• Multiple commodity-based transactions; and/or
• Contractual arrangements entered into in contemplation of each other.
SCTs are often long-dated, can have a significant multi-year financial impact, and may require the use of complex valuation models or
unobservable inputs when determining their fair value, in which case they will be classified as level 3 financial instruments under IFRS 13,
‘Fair Value Measurement’.
Accounting for SCTs is often complex and involves significant judgement, as these transactions often feature multiple elements that will
have a material impact on the presentation and disclosure of these transactions in the financial statements and on key performance
measures, including in particular classification of liabilities as finance debt. We have identified the accounting for SCTs as a significant audit
risk.
Level 3 financial instruments:
Unlike other financial instruments whose values or inputs are readily observable and therefore more easily independently corroborated, there
are certain transactions for which the valuation is inherently more subjective due to the use of either complex valuation models and/or
unobservable inputs. These instruments are classified as level 3 financial assets or liabilities under IFRS 13. This degree of subjectivity also
gives rise to potential fraud through management incorporating bias in determining fair values. Accordingly, we have identified these as a
significant audit risk.
As at 31 December 2019, the group’s total financial assets and liabilities measured at fair value were $12.5 billion and $8.8 billion, of which
level 3 derivative financial assets were $5.3 billion and level 3 derivative financial liabilities were $4.4 billion.
Accounting for SCTs
For structured commodity transactions, we performed audit procedures to:
• Test controls related to the accounting for complex transactions.
• Develop an understanding of the commercial rationale of the transactions through review of transaction support documents and executed
agreements, and discussions with management.
• Perform a detailed accounting analysis for a sample of structured commodity transactions involving significant day one profits, deferred
working capital arrangements, offtake arrangements and/or commitments.
To assess the appropriateness of the accounting treatment of SCTs, we embedded technical accounting specialists within the audit team.
During the year we identified two new SCTs which were subjected to our audit procedures listed above. We also reconsidered the SCTs which
were identified during 2018 and which have been subject to ongoing assessment in 2019.
Other level 3 financial instruments:
To address the complexities associated with auditing the value of level 3 financial instruments, the engagement team included valuation
specialists having significant quantitative and modelling expertise to assist in performing our audit procedures. Our valuation audit procedures
included the following control and substantive procedures:
• We tested the group’s valuation controls including the:

– Model certification control, which is designed to review a model’s theoretical soundness and the appropriateness of its valuation
methodology; and
– Independent price verification control, which is designed to review the appropriateness of valuation inputs that are not observable
and are significant to the financial instrument’s valuation.
• We performed substantive valuation testing procedures at interim and year-end balance sheet date, including:
– Engaging a Deloitte valuations specialist to develop fair value estimates, using independently sourced inputs where these were
available, and challenge models to evaluate against management’s fair value estimates by evaluating whether the differences
between our independent estimates and management’s estimates were within a reasonable range. In situations where we utilised
management’s inputs, these were compared to external data sources to ensure they were reasonable;
– Evaluating management’s valuation methodologies against standard valuation practice and analysing whether a consistent framework
is applied across the business period over period; and
– Comparing management’s input assumptions against the expected assumptions of other market participants and observable market
data.
/s/ Deloitte LLP
London
United Kingdom
18 March 2020
The first accounting period we audited was the 12 months ended 31 December 2018. In 2017, we commenced our audit planning procedures.

Opinion on internal control over financial reporting

We have audited the internal control over financial reporting of BP p.l.c. and subsidiaries (the Company) as at 31 December 2019, based on the
criteria established in the UK Financial Reporting Council’s Guidance on Risk Management, Internal Control and Related Financial and Business
Reporting relating to internal control over financial reporting (UK FRC Guidance). In our opinion, the Company maintained, in all material
respects, effective internal control over financial reporting as of 31 December 2019, based on the criteria established in the UK FRC Guidance.
We have also audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the
consolidated financial statements as at and for the year ended 31 December 2019, of the Company and our report dated 18 March 2020,
expressed an unqualified opinion on those financial statements.
Basis for opinion
The Company's management is responsible for maintaining effective internal control over financial reporting and for its assessment of the
effectiveness of internal control over financial reporting, included in the accompanying Management’s report on internal control over financial
reporting. Our responsibility is to express an opinion on the Company's internal control over financial reporting based on our audit. We are a
public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the
U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audit in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain
reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects. Our audit
included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, testing and
evaluating the design and operating effectiveness of internal control based on the assessed risk, and performing such other procedures as we
considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion.
Definition and limitations of internal control over financial reporting
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial
reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A
company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in
reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance
that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting
principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and
directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or
disposition of the company’s assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any
evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or
that the degree of compliance with the policies or procedures may deteriorate.
/s/ Deloitte LLP

18 March 2020

Opinion on the financial statements

We have audited the accompanying group balance sheet of BP p.l.c. (the Company) as of 31 December 2017, and the related group income
statement, group statement of comprehensive income, group statement of changes in equity and group cash flow statement for the period
ended 31 December 2017, and the related notes (collectively referred to as the "group financial statements"). In our opinion, the group financial
statements present fairly, in all material respects, the financial position of BP p.l.c. at 31 December 2017 and the results of its operations and
its cash flows for the period ended 31 December 2017, in conformity with International Financial Reporting Standards (IFRS) as adopted by the
European Union and IFRS as issued by the International Accounting Standards Board.
Basis for opinion
These financial statements are the responsibility of BP p.l.c.'s management. Our responsibility is to express an opinion on these financial
statements based on our audit. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to
BP p.l.c. in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange
Commission and the PCAOB.
We conducted our audit in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain
reasonable assurance about whether the financial statements are free of material misstatement, whether due to error or fraud. Our audit
included performing procedures to assess the risks of material misstatement of the financial statements, whether due to error or fraud, and
performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and
disclosures in the financial statements. Our audit also included evaluating the accounting principles used and significant estimates made by
management, as well as evaluating the overall presentation of the financial statements. We believe that our audit provides a reasonable basis
for our opinion.
/s/ Ernst & Young LLP

We served as the Company's auditor from 1909 to 2018.
29 March 2018
Note that the report set out above is included for the purposes of BP p.l.c.’s Annual Report on Form 20-F for 2019 only and does not form part
of BP p.l.c.’s Annual Report and Accounts for 2017.
1. The maintenance and integrity of the BP p.l.c. web site is the responsibility of BP p.l.c.; the work carried out by the auditors does not
involve consideration of these matters and, accordingly, the auditors accept no responsibility for any changes that may have occurred to
the financial statements since they were initially presented on the web site.
2. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other
jurisdictions.

Group income statement
For the year ended 31 December $ million
Note 2019 2018 2017
Sales and other operating revenues 5 278,397 298,756 240,208
Earnings from joint ventures – after interest and tax 16 576 897 1,177
Earnings from associates – after interest and tax 17 2,681 2,856 1,330
Interest and other income 7 769 773 657
Gains on sale of businesses and fixed assets 4 193 456 1,210
Total revenues and other income 282,616 303,738 244,582
Purchases 19 209,672 229,878 179,716
Production and manufacturing expenses 21,815 23,005 24,229
Production and similar taxes 5 1,547 1,536 1,775
Depreciation, depletion and amortization 5 17,780 15,457 15,584
Impairment and losses on sale of businesses and fixed assets 4 8,075 860 1,216
Exploration expense 8 964 1,445 2,080
Distribution and administration expenses 11,057 12,179 10,508
Profit before interest and taxation 11,706 19,378 9,474
Finance costs 7 3,489 2,528 2,074
Net finance expense relating to pensions and other post-retirement benefits 24 63 127 220
Profit before taxation 8,154 16,723 7,180
Taxation 9 3,964 7,145 3,712
Profit for the year 4,190 9,578 3,468
Attributable to
BP shareholders 4,026 9,383 3,389
Non-controlling interests 164 195 79
4,190 9,578 3,468
Earnings per share
Profit for the year attributable to BP shareholders
Per ordinary share (cents)
Basic 11 19.84 46.98 17.20
Diluted 11 19.73 46.67 17.10
Per ADS (dollars)
Basic 11 1.19 2.82 1.03
Diluted 11 1.18 2.80 1.03

Group statement of comprehensive incomea
Note 2019 2018 2017
Other comprehensive income
Items that may be reclassified subsequently to profit or loss
Currency translation differences 1,538 (3,771) 1,986
Exchange (gains) losses on translation of foreign operations reclassified to gain or loss
on sale of businesses and fixed assets 880 — (120)
Available-for-sale investments — — 14
Cash flow hedges marked to market 30 (100) (126) 197
Cash flow hedges reclassified to the income statement 30 106 120 116
Cash flow hedges reclassified to the balance sheet 30 — — 112
Costs of hedging marked to market 30 (4) (244) —
Costs of hedging reclassified to the income statement 30 57 58 —
Share of items relating to equity-accounted entities, net of tax 16, 17 82 417 564
Income tax relating to items that may be reclassified 9 (70) 4 (196)
2,489 (3,542) 2,673
Items that will not be reclassified to profit or loss
Remeasurements of the net pension and other post-retirement benefit liability or asset 24 328 2,317 3,646
Cash flow hedges that will subsequently be transferred to the balance sheet 30 (3) (37) —
Income tax relating to items that will not be reclassified 9 (157) (718) (1,303)
168 1,562 2,343
Other comprehensive income 2,657 (1,980) 5,016
Total comprehensive income 6,847 7,598 8,484
Attributable to
BP shareholders 6,674 7,444 8,353
Non-controlling interests 173 154 131
6,847 7,598 8,484
a
See Note 32 for further information.

Group statement of changes in equitya
$ million
Share Foreign
capital and currency Profit and BP Non-
capital Treasury translation Fair value loss shareholders' controlling
reserves shares reserve reserves account equity interests Total equity
At 31 December 2018 46,352 (15,767) (8,902) (987) 78,748 99,444 2,104 101,548
Adjustment on adoption of IFRS 16, net of tax — — — — (329) (329) (1) (330)
At 1 January 2019 46,352 (15,767) (8,902) (987) 78,419 99,115 2,103 101,218
Profit for the year — — — — 4,026 4,026 164 4,190
Other comprehensive income — — 2,407 52 189 2,648 9 2,657
Total comprehensive income — — 2,407 52 4,215 6,674 173 6,847
Dividendsb — — — — (6,929) (6,929) (213) (7,142)
Cash flow hedges transferred to the balance
sheet, net of tax — — — 23 — 23 — 23
Repurchase of ordinary share capital — — — — (1,511) (1,511) — (1,511)
Share-based payments, net of tax 173 1,355 — — (809) 719 — 719
Share of equity-accounted entities’ changes in
equity, net of tax — — — — 5 5 — 5
Transactions involving non-controlling interests,
net of tax — — — — 316 316 233 549
At 31 December 2019 46,525 (14,412) (6,495) (912) 73,706 98,412 2,296 100,708
At 31 December 2017 46,122 (16,958) (5,156) (743) 75,226 98,491 1,913 100,404
Adjustment on adoption of IFRS 9, net of tax — — — (54) (126) (180) — (180)
At 1 January 2018 46,122 (16,958) (5,156) (797) 75,100 98,311 1,913 100,224
Other comprehensive income — — (3,746) (216) 2,023 (1,939) (41) (1,980)
Total comprehensive income — — (3,746) (216) 11,406 7,444 154 7,598
Dividendsb — — — — (6,699) (6,699) (170) (6,869)
Cash flow hedges transferred to the balance
sheet, net of tax — — — 26 — 26 — 26
Repurchase of ordinary share capital — — — — (355) (355) — (355)
Share-based payments, net of tax 230 1,191 — — (718) 703 — 703
equity, net of tax — — — — 14 14 — 14
net of tax — — — — — — 207 207
At 31 December 2018 46,352 (15,767) (8,902) (987) 78,748 99,444 2,104 101,548
At 1 January 2017 46,122 (18,443) (6,878) (1,153) 75,638 95,286 1,557 96,843
Other comprehensive income — — 1,722 410 2,832 4,964 52 5,016
Total comprehensive income — — 1,722 410 6,221 8,353 131 8,484
Dividendsb — — — — (6,153) (6,153) (141) (6,294)
Repurchases of ordinary share capital — — — — (343) (343) — (343)
Share-based payments, net of tax — 1,485 — — (798) 687 — 687
equity, net of tax — — — — 215 215 — 215
net of tax — — — — 446 446 366 812
At 31 December 2017 46,122 (16,958) (5,156) (743) 75,226 98,491 1,913 100,404
a
b

Group balance sheet
At 31 December $ million
Note 2019 2018a
Non-current assets
Property, plant and equipment 12 132,642 135,261
Goodwill 14 11,868 12,204
Intangible assets 15 15,539 17,284
Investments in joint ventures 16 9,991 8,647
Investments in associates 17 20,334 17,673
Other investments 18 1,276 1,341
Fixed assets 191,650 192,410
Loans 630 637
Trade and other receivables 20 2,147 1,834
Derivative financial instruments 30 6,314 5,145
Prepayments 781 1,179
Deferred tax assets 9 4,560 3,706
Defined benefit pension plan surpluses 24 7,053 5,955
213,135 210,866
Current assets
Loans 339 326
Inventories 19 20,880 17,988
Trade and other receivables 20 24,442 24,478
Prepayments 857 963
Current tax receivable 1,282 1,019
Other investments 18 169 222
Cash and cash equivalents 25 22,472 22,468
74,594 71,310
Assets classified as held for sale 2 7,465 —
82,059 71,310
Total assets 295,194 282,176
Current liabilities
Trade and other payables 22 46,829 46,265
Accruals 5,066 4,626
Lease liabilities 28 2,067 44
Finance debta 26 10,487 9,329
Current tax payable 2,039 2,101
Provisions 23 2,453 2,564
72,202 68,237
Liabilities directly associated with assets classified as held for sale 2 1,393 —
73,595 68,237
Non-current liabilities
Other payables 22 12,626 13,830
Accruals 996 575
Lease liabilities 28 7,655 623
Finance debta 26 57,237 55,803
Deferred tax liabilities 9 9,750 9,812
Provisions 23 18,498 17,732
Defined benefit pension plan and other post-retirement benefit plan deficits 24 8,592 8,391
120,891 112,391
Total liabilities 194,486 180,628
Net assets 100,708 101,548
Equity
BP shareholders’ equity 32 98,412 99,444
Non-controlling interests 32 2,296 2,104
Total equity 32 100,708 101,548
a
Finance debt on the comparative balance sheet has been re-presented to align with the current period. See Note 1 for further information.
Helge Lund Chairman

B Looney Chief executive officer
18 March 2020

Group cash flow statement
Note 2019 2018 2017
Operating activities
Adjustments to reconcile profit before taxation to net cash provided by operating
activities
Exploration expenditure written off 8 631 1,085 1,603
Depreciation, depletion and amortization 5 17,780 15,457 15,584
Impairment and (gain) loss on sale of businesses and fixed assets 4 7,882 404 6
Earnings from joint ventures and associates (3,257) (3,753) (2,507)
Dividends received from joint ventures and associates 1,962 1,535 1,253
Interest receivable (441) (468) (304)
Interest received 416 348 375
Finance costs 7 3,489 2,528 2,074
Interest paid (2,870) (1,928) (1,572)
Net finance expense relating to pensions and other post-retirement benefits 24 63 127 220
Share-based payments 730 690 661
Net operating charge for pensions and other post-retirement benefits, less
contributions and benefit payments for unfunded plans 24 (238) (386) (394)
Net charge for provisions, less payments (176) 986 2,106
(Increase) decrease in inventories (3,406) 672 (848)
(Increase) decrease in other current and non-current assets (2,335) (2,858) (4,848)
Increase (decrease) in other current and non-current liabilities 2,823 (2,577) 2,344
Income taxes paid (5,437) (5,712) (4,002)
Net cash provided by operating activities 25,770 22,873 18,931
Investing activities
Expenditure on property, plant and equipment, intangible and other assets (15,418) (16,707) (16,562)
Acquisitions, net of cash acquired 3 (3,562) (6,986) (327)
Investment in joint ventures (137) (382) (50)
Investment in associates (304) (1,013) (901)
Total cash capital expenditure (19,421) (25,088) (17,840)
Proceeds from disposals of fixed assets 4 500 940 2,936
Proceeds from disposals of businesses, net of cash disposed 4 1,701 1,911 478
Proceeds from loan repayments 246 666 349
Net cash used in investing activities (16,974) (21,571) (14,077)
Financing activitiesa
Repurchase of shares (1,511) (355) (343)
Lease liability payments (2,372) (35) (45)
Proceeds from long-term financing 8,597 9,038 8,712
Repayments of long-term financing (7,118) (7,175) (6,231)
Net increase (decrease) in short-term debt 180 1,317 (158)
Net increase (decrease) in non-controlling interests 566 — 1,063
Dividends paid
BP shareholders 10 (6,946) (6,699) (6,153)
Non-controlling interests (213) (170) (141)
Net cash provided by (used in) financing activities (8,817) (4,079) (3,296)
Currency translation differences relating to cash and cash equivalents 25 (330) 544
Increase (decrease) in cash and cash equivalents 4 (3,107) 2,102
Cash and cash equivalents at beginning of year 22,468 25,575 23,484
Cash and cash equivalents at end of year 22,472 22,468 25,586
a
The presentation of financing cash flows for the comparative periods have been amended to align with the current period. See Note 1 for further information.

1. Significant accounting policies, judgements, estimates and assumptions
Authorization of financial statements and statement of compliance with International Financial Reporting Standards
The consolidated financial statements of BP p.l.c and its subsidiaries (collectively referred to as BP or the group) for the year ended
31 December 2019 were approved and signed by the chief executive officer and chairman on 18 March 2020 having been duly authorized to do
so by the board of directors. BP p.l.c. is a public limited company incorporated and domiciled in England and Wales. The consolidated financial
statements have been prepared in accordance with International Financial Reporting Standards (IFRS) as issued by the International Accounting
Standards Board (IASB), IFRS as adopted by the European Union (EU) and in accordance with the provisions of the UK Companies Act 2006 as
applicable to companies reporting under IFRS. IFRS as adopted by the EU differs in certain respects from IFRS as issued by the IASB. The
differences have no impact on the group’s consolidated financial statements for the years presented. The significant accounting policies and
accounting judgements, estimates and assumptions of the group are set out below.
Basis of preparation
The consolidated financial statements have been prepared on a going concern basis and in accordance with IFRS and IFRS Interpretations
Committee (IFRIC) interpretations issued and effective for the year ended 31 December 2019. The accounting policies that follow have been
consistently applied to all years presented, except where otherwise indicated.
The consolidated financial statements are presented in US dollars and all values are rounded to the nearest million dollars ($ million), except
where otherwise indicated.
Significant accounting policies: use of judgements, estimates and assumptions
Inherent in the application of many of the accounting policies used in preparing the consolidated financial statements is the need for BP
management to make judgements, estimates and assumptions that affect the reported amounts of assets and liabilities, the disclosure of
contingent assets and liabilities, and the reported amounts of revenues and expenses. Actual outcomes could differ from the estimates and
assumptions used. The accounting judgements and estimates that have a significant impact on the results of the group are set out in boxed
text below, and should be read in conjunction with the information provided in the Notes on financial statements. The areas requiring the most
significant judgement and estimation in the preparation of the consolidated financial statements are: accounting for the investment in Rosneft;
exploration and appraisal intangible assets; the recoverability of asset carrying values, including the estimation of reserves; derivative financial
instruments; provisions and contingencies; and pensions and other post-retirement benefits. Where an estimate has a significant risk of
resulting in a material adjustment to the carrying amounts of assets and liabilities within the next financial year this is specifically noted within
the boxed text. The group does not consider income taxes to represent a significant estimate or judgement for 2019, see Income taxes for
more information.
Basis of consolidation
The group financial statements consolidate the financial statements of BP p.l.c. and its subsidiaries drawn up to 31 December each year.
Subsidiaries are consolidated from the date of their acquisition, being the date on which the group obtains control, and continue to be
consolidated until the date that control ceases. The financial statements of subsidiaries are prepared for the same reporting year as the parent
company, using consistent accounting policies. Intra-group balances and transactions, including unrealized profits arising from intra-group
transactions, have been eliminated. Unrealized losses are eliminated unless the transaction provides evidence of an impairment of the asset
transferred. Non-controlling interests represent the equity in subsidiaries that is not attributable, directly or indirectly, to BP shareholders.
Interests in other entities
Business combinations and goodwill
Business combinations are accounted for using the acquisition method. The identifiable assets acquired and liabilities assumed are recognized
at their fair values at the acquisition date.
Goodwill is initially measured as the excess of the aggregate of the consideration transferred, the amount recognized for any non-controlling
interest and the acquisition-date fair values of any previously held interest in the acquiree over the fair value of the identifiable assets acquired
and liabilities assumed at the acquisition date. The amount recognized for any non-controlling interest is measured at the present ownership's
proportionate share in the recognized amounts of the acquiree’s identifiable net assets. At the acquisition date, any goodwill acquired is
allocated to each of the cash-generating units, or groups of cash-generating units, expected to benefit from the combination’s synergies.
Following initial recognition, goodwill is measured at cost less any accumulated impairment losses. Goodwill arising on business combinations
prior to 1 January 2003 is stated at the previous carrying amount under UK generally accepted accounting practice, less subsequent
impairments. See Note 14 for further information.
Goodwill may arise upon investments in joint ventures and associates, being the surplus of the cost of investment over the group’s share of
the net fair value of the identifiable assets and liabilities. Any such goodwill is recorded within the corresponding investment in joint ventures
and associates.
Goodwill may also arise upon acquisition of interests in joint operations that meet the definition of a business. The amount of goodwill
separately recognized is the excess of the consideration transferred over the group's share of the net fair value of the identifiable assets and
liabilities.
Interests in joint arrangements
The results, assets and liabilities of joint ventures are incorporated in these consolidated financial statements using the equity method of
accounting as described below.
Certain of the group’s activities, particularly in the Upstream segment, are conducted through joint operations. BP recognizes, on a line-by-line
basis in the consolidated financial statements, its share of the assets, liabilities and expenses of these joint operations incurred jointly with the
other partners, along with the group’s income from the sale of its share of the output and any liabilities and expenses that the group has
incurred in relation to the joint operation.

1. Significant accounting policies, judgements, estimates and assumptions – continued
Interests in associates
The results, assets and liabilities of associates are incorporated in these consolidated financial statements using the equity method of
accounting as described below.
Significant judgement: investment in Rosneft
Judgement is required in assessing the level of control or influence over another entity in which the group holds an interest. For BP, the
judgement that the group has significant influence over Rosneft Oil Company (Rosneft), a Russian oil and gas company is significant. As a
consequence of this judgement, BP uses the equity method of accounting for its investment and BP's share of Rosneft's oil and natural gas
reserves is included in the group's estimated net proved reserves of equity-accounted entities. If significant influence was not present, the
investment would be accounted for as an investment in an equity instrument measured at fair value as described under 'Financial assets'
below and no share of Rosneft's oil and natural gas reserves would be reported.
Significant influence is defined in IFRS as the power to participate in the financial and operating policy decisions of the investee but is not
control or joint control of those policies. Significant influence is presumed when an entity owns 20% or more of the voting power of the
investee. Significant influence is presumed not to be present when an entity owns less than 20% of the voting power of the investee.
BP owns 19.75% of the voting shares of Rosneft. The Russian federal government, through its investment company JSC Rosneftegaz,
owned 50% plus one share of the voting shares of Rosneft at 31 December 2019. IFRS identifies several indicators that may provide
evidence of significant influence, including representation on the board of directors of the investee and participation in policy-making
processes. BP’s group chief executive, as at 31 December 2019, Bob Dudley, has been a member of the board of directors of Rosneft since
2013 and remains one of BP's nominated directors following his resignation as BP's group chief executive. He is also chairman of the
Rosneft board’s Strategic Planning Committee. A second BP-nominated director, Guillermo Quintero, has been a member of the Rosneft
board and its HR and Remuneration Committee since 2015. BP also holds the voting rights at general meetings of shareholders conferred by
its 19.75% stake in Rosneft. BP's management consider, therefore, that the group has significant influence over Rosneft, as defined by IFRS.
The equity method of accounting

Under the equity method, an investment is carried on the balance sheet at cost plus post-acquisition changes in the group’s share of net
assets of the entity, less distributions received and less any impairment in value of the investment. Loans advanced to equity-accounted
entities that have the characteristics of equity financing are also included in the investment on the group balance sheet. The group income
statement reflects the group’s share of the results after tax of the equity-accounted entity, adjusted to account for depreciation, amortization
and any impairment of the equity-accounted entity’s assets based on their fair values at the date of acquisition. The group statement of
comprehensive income includes the group’s share of the equity-accounted entity’s other comprehensive income. The group’s share of amounts
recognized directly in equity by an equity-accounted entity is recognized in the group’s statement of changes in equity.
Financial statements of equity-accounted entities are prepared for the same reporting year as the group. Where material differences arise in the
accounting policies used by the equity-accounted entity and those used by BP, adjustments are made to those financial statements to bring the
accounting policies used into line with those of the group.
Unrealized gains on transactions between the group and its equity-accounted entities are eliminated to the extent of the group’s interest in the
equity-accounted entity.
The group assesses investments in equity-accounted entities for impairment whenever there is objective evidence that the investment is
impaired. If any such objective evidence of impairment exists, the carrying amount of the investment is compared with its recoverable amount,
being the higher of its fair value less costs of disposal and value in use. If the carrying amount exceeds the recoverable amount, the
investment is written down to its recoverable amount.
Segmental reporting
The group’s operating segments are established on the basis of those components of the group that are evaluated regularly by the group chief
executive, BP’s chief operating decision maker, in deciding how to allocate resources and in assessing performance.
The accounting policies of the operating segments are the same as the group’s accounting policies described in this note, except that IFRS
requires that the measure of profit or loss disclosed for each operating segment is the measure that is provided regularly to the chief operating
decision maker. For BP, this measure of profit or loss is replacement cost profit before interest and tax which reflects the replacement cost of
inventories sold in the period and is arrived at by excluding inventory holding gains and losses from profit. Replacement cost profit for the
group is not a recognized measure under IFRS. For further information see Note 5.
Foreign currency translation
In individual subsidiaries, joint ventures and associates, transactions in foreign currencies are initially recorded in the functional currency of
those entities at the spot exchange rate on the date of the transaction. Monetary assets and liabilities denominated in foreign currencies are
retranslated into the functional currency at the spot exchange rate on the balance sheet date. Any resulting exchange differences are included
in the income statement, unless hedge accounting is applied. Non-monetary assets and liabilities, other than those measured at fair value, are
not retranslated subsequent to initial recognition.
In the consolidated financial statements, the assets and liabilities of non-US dollar functional currency subsidiaries, joint ventures, associates,
and related goodwill, are translated into US dollars at the spot exchange rate on the balance sheet date. The results and cash flows of non-US
dollar functional currency subsidiaries, joint ventures and associates are translated into US dollars using average rates of exchange. In the
consolidated financial statements, exchange adjustments arising when the opening net assets and the profits for the year retained by non-US
dollar functional currency subsidiaries, joint ventures and associates are translated into US dollars are recognized in a separate component of
equity and reported in other comprehensive income. Exchange gains and losses arising on long-term intra-group foreign currency borrowings
used to finance the group’s non-US dollar investments are also reported in other comprehensive income if the borrowings form part of the net
investment in the subsidiary, joint venture or associate. On disposal or for certain partial disposals of a non-US dollar functional currency
subsidiary, joint venture or associate, the related accumulated exchange gains and losses recognized in equity are reclassified from equity to
the income statement.

Non-current assets held for sale
Non-current assets and disposal groups classified as held for sale are measured at the lower of carrying amount and fair value less costs to
sell.
Significant non-current assets and disposal groups are classified as held for sale if their carrying amounts will be recovered through a sale
transaction rather than through continuing use. This condition is regarded as met only when the sale is highly probable and the asset or
disposal group is available for immediate sale in its present condition subject only to terms that are usual and customary for sales of such
assets. Management must be committed to the sale, which should be expected to qualify for recognition as a completed sale within one year
from the date of classification as held for sale, and actions required to complete the plan of sale should indicate that it is unlikely that
significant changes to the plan will be made or that the plan will be withdrawn.
Property, plant and equipment and intangible assets are not depreciated or amortized once classified as held for sale.
Intangible assets
Intangible assets, other than goodwill, include expenditure on the exploration for and evaluation of oil and natural gas resources, computer
software, patents, licences and trademarks and are stated at the amount initially recognized, less accumulated amortization and accumulated
impairment losses.
Intangible assets are carried initially at cost unless acquired as part of a business combination. Any such asset is measured at fair value at the
date of the business combination and is recognized separately from goodwill if the asset is separable or arises from contractual or other legal
rights.
Intangible assets with a finite life, other than capitalized exploration and appraisal costs as described below, are amortized on a straight-line
basis over their expected useful lives. For patents, licences and trademarks, expected useful life is the shorter of the duration of the legal
agreement and economic useful life, and can range from three to fifteen years. Computer software costs generally have a useful life of three to
five years.
The expected useful lives of assets and the amortization method are reviewed on an annual basis and, if necessary, changes in useful lives or
the amortization method are accounted for prospectively.
Oil and natural gas exploration, appraisal and development expenditure
Oil and natural gas exploration, appraisal and development expenditure is accounted for using the principles of the successful efforts method
of accounting as described below.
Licence and property acquisition costs
Exploration licence and leasehold property acquisition costs are capitalized within intangible assets and are reviewed at each reporting date to
confirm that there is no indication that the carrying amount exceeds the recoverable amount. This review includes confirming that exploration
drilling is still under way or planned or that it has been determined, or work is under way to determine, that the discovery is economically viable
based on a range of technical and commercial considerations, and sufficient progress is being made on establishing development plans and
timing. If no future activity is planned, the remaining balance of the licence and property acquisition costs is written off. Lower value licences
are pooled and amortized on a straight-line basis over the estimated period of exploration. Upon internal approval for development and
recognition of proved reserves of oil and natural gas, the relevant expenditure is transferred to property, plant and equipment.
Exploration and appraisal expenditure
Geological and geophysical exploration costs are recognized as an expense as incurred. Costs directly associated with an exploration well are
initially capitalized as an intangible asset until the drilling of the well is complete and the results have been evaluated. These costs include
employee remuneration, materials and fuel used, rig costs and payments made to contractors. If potentially commercial quantities of
hydrocarbons are not found, the exploration well costs are written off. If hydrocarbons are found and, subject to further appraisal activity, are
likely to be capable of commercial development, the costs continue to be carried as an asset. If it is determined that development will not
occur then the costs are expensed.
Costs directly associated with appraisal activity undertaken to determine the size, characteristics and commercial potential of a reservoir
following the initial discovery of hydrocarbons, including the costs of appraisal wells where hydrocarbons were not found, are initially
capitalized as an intangible asset. Upon internal approval for development and recognition of proved reserves, the relevant expenditure is
transferred to property, plant and equipment.
The determination of whether potentially economic oil and natural gas reserves have been discovered by an exploration well is usually made
within one year of well completion, but can take longer, depending on the complexity of the geological structure. Exploration wells that
discover potentially economic quantities of oil and natural gas and are in areas where major capital expenditure (e.g. an offshore platform or a
pipeline) would be required before production could begin, and where the economic viability of that major capital expenditure depends on the
successful completion of further exploration or appraisal work in the area, remain capitalized on the balance sheet as long as such work is
under way or firmly planned.
Development expenditure
Expenditure on the construction, installation and completion of infrastructure facilities such as platforms, pipelines and the drilling of
development wells, including service and unsuccessful development or delineation wells, is capitalized within property, plant and equipment
and is depreciated from the commencement of production as described below in the accounting policy for property, plant and equipment.

Significant judgement: exploration and appraisal intangible assets
Judgement is required to determine whether it is appropriate to continue to carry costs associated with exploration wells and exploratory-
type stratigraphic test wells on the balance sheet. This includes costs relating to exploration licences or leasehold property acquisitions. It is
not unusual to have such costs remaining suspended on the balance sheet for several years while additional appraisal drilling and seismic
work on the potential oil and natural gas field is performed or while the optimum development plans and timing are established.The costs are
carried based on the current regulatory and political environment or any known changes to that environment. All such carried costs are
subject to regular technical, commercial and management review on at least an annual basis to confirm the continued intent to develop, or
otherwise extract value from, the discovery. Where this is no longer the case, the costs are immediately expensed.
In scenarios where the expected time horizon for establishing the development plan is lengthy or uncertain, greater judgement is required. BP
is in the exploration and appraisal phase in certain Canadian oil sands assets that require further advancement of low-carbon extraction technology
in order to achieve optimum development. Sufficient technological progress is expected to be achieved and therefore BP continues to carry the
capitalized costs on its balance sheet.
The judgement disclosed in prior years in relation to expiring leases in the Gulf of Mexico is no longer considered to be significant following
recent agreement of lease extensions with the US Bureau of Safety and Environmental Enforcement.
The carrying amount of capitalized costs is included in Note 8.
Property, plant and equipment

Property, plant and equipment owned by the group is stated at cost, less accumulated depreciation and accumulated impairment losses. The
initial cost of an asset comprises its purchase price or construction cost, any costs directly attributable to bringing the asset into the location
and condition necessary for it to be capable of operating in the manner intended by management, the initial estimate of any decommissioning
obligation, if any, and, for assets that necessarily take a substantial period of time to get ready for their intended use, directly attributable
general or specific finance costs. The purchase price or construction cost is the aggregate amount paid and the fair value of any other
consideration given to acquire the asset.
Expenditure on major maintenance refits or repairs comprises the cost of replacement assets or parts of assets, inspection costs and overhaul
costs. Where an asset or part of an asset that was separately depreciated is replaced and it is probable that future economic benefits
associated with the item will flow to the group, the expenditure is capitalized and the carrying amount of the replaced asset is derecognized.
Inspection costs associated with major maintenance programmes are capitalized and amortized over the period to the next inspection.
Overhaul costs for major maintenance programmes, and all other maintenance costs are expensed as incurred.
Oil and natural gas properties, including certain related pipelines, are depreciated using a unit-of-production method. The cost of producing
wells is amortized over proved developed reserves. Licence acquisition, common facilities and future decommissioning costs are amortized
over total proved reserves. The unit-of-production rate for the depreciation of common facilities takes into account expenditures incurred to
date, together with estimated future capital expenditure expected to be incurred relating to as yet undeveloped reserves expected to be
processed through these common facilities. Information on the carrying amounts of the group’s oil and natural gas properties, together with
the amounts recognized in the income statement as depreciation, depletion and amortization is contained in Note 12 and Note 5 respectively.
Estimates of oil and natural gas reserves determined by applying US Securities and Exchange Commission regulations including the
determination of prices using 12-month historical data are used to calculate depreciation, depletion and amortization charges for the group’s oil
and gas properties. Therefore, the charges are not dependent on management forecasts of future oil and gas prices. The impact of changes in
estimated proved reserves is dealt with prospectively by amortizing the remaining carrying value of the asset over the expected future
production. Management does not believe that a reasonably possible change in the economic environment would result in a material change to
the depreciation and amortization charge for other classes of assets.
The estimation of oil and natural gas reserves and BP’s process to manage reserves bookings is described in Supplementary information on oil
and natural gas on page 232, which is unaudited. Details on BP’s proved reserves and production compliance and governance processes are
provided on page 286. The 2019 movements in proved reserves are reflected in the tables showing movements in oil and natural gas reserves
by region in Supplementary information on oil and natural gas (unaudited) on page 232.
Other property, plant and equipment is depreciated on a straight-line basis over its expected useful life. The typical useful lives of the group’s
other property, plant and equipment are as follows:
Land improvements 15 to 25 years
Buildings 20 to 50 years
Refineries 20 to 30 years
Petrochemicals plants 20 to 30 years
Pipelines 10 to 50 years
Service stations 15 years
Office equipment 3 to 7 years
Fixtures and fittings 5 to 15 years
The expected useful lives and depreciation method of property, plant and equipment are reviewed on an annual basis and, if necessary,
changes in useful lives or the depreciation method are accounted for prospectively.
An item of property, plant and equipment is derecognized upon disposal or when no future economic benefits are expected to arise from the
continued use of the asset. Any gain or loss arising on derecognition of the asset (calculated as the difference between the net disposal
proceeds and the carrying amount of the item) is included in the income statement in the period in which the item is derecognized.

Impairment of property, plant and equipment, intangible assets, and goodwill
The group assesses assets or groups of assets, called cash-generating units (CGUs), for impairment whenever events or changes in
circumstances indicate that the carrying amount of an asset or CGU may not be recoverable; for example, changes in the group’s business
plans, changes in the group’s assumptions about commodity prices, low plant utilization, evidence of physical damage or, for oil and gas
assets, significant downward revisions of estimated reserves or increases in estimated future development expenditure or decommissioning
costs. If any such indication of impairment exists, the group makes an estimate of the asset’s or CGU’s recoverable amount. Individual assets
are grouped into CGUs for impairment assessment purposes at the lowest level at which there are identifiable cash flows that are largely
independent of the cash flows of other groups of assets. A CGU’s recoverable amount is the higher of its fair value less costs of disposal and
its value in use. If it is probable that the value of the CGU will be primarily recovered through a disposal transaction, the expected disposal
proceeds are considered in determining the recoverable amount. Where the carrying amount of a CGU exceeds its recoverable amount, the
CGU is considered impaired and is written down to its recoverable amount.
The business segment plans, which are approved on an annual basis by senior management, are the primary source of information for the
determination of value in use. They contain forecasts for oil and natural gas production, refinery throughputs, sales volumes for various types of
refined products (e.g. gasoline and lubricants), revenues, costs and capital expenditure. As an initial step in the preparation of these plans,
various assumptions regarding market conditions, such as oil prices, natural gas prices, refining margins, refined product margins and cost
inflation rates are set by senior management. These assumptions take account of existing prices, global supply-demand equilibrium for oil and
natural gas, other macroeconomic factors and historical trends and variability. In assessing value in use, the estimated future cash flows are
adjusted for the risks specific to the asset group that are not reflected in the discount rate and are discounted to their present value typically
using a pre-tax discount rate that reflects current market assessments of the time value of money.
Fair value less costs of disposal is the price that would be received to sell the asset in an orderly transaction between market participants and
does not reflect the effects of factors that may be specific to the group and not applicable to entities in general. In limited circumstances
where recent market transactions are not available for reference, discounted cash flow techniques are applied. Where discounted cash flow
analyses are used to calculate fair value less costs of disposal, estimates are made about the assumptions market participants would use
when pricing the asset, CGU or group of CGUs containing goodwill and the test is performed on a post-tax basis.
An assessment is made at each reporting date as to whether there is any indication that previously recognized impairment losses may no
longer exist or may have decreased. If such an indication exists, the recoverable amount is estimated. A previously recognized impairment loss
is reversed only if there has been a change in the estimates used to determine the asset’s recoverable amount since the last impairment loss
was recognized. If that is the case, the carrying amount of the asset is increased to the lower of its recoverable amount and the carrying
amount that would have been determined, net of depreciation, had no impairment loss been recognized for the asset in prior years.
Impairment reversals are recognized in profit or loss. After a reversal, the depreciation charge is adjusted in future periods to allocate the
asset’s revised carrying amount, less any residual value, on a systematic basis over its remaining useful life.
Goodwill is reviewed for impairment annually or more frequently if events or changes in circumstances indicate the recoverable amount of the
group of CGUs to which the goodwill relates should be assessed. In assessing whether goodwill has been impaired, the carrying amount of
the group of CGUs to which goodwill has been allocated is compared with its recoverable amount. Where the recoverable amount of the group
of CGUs is less than the carrying amount (including goodwill), an impairment loss is recognized. An impairment loss recognized for goodwill is
not reversed in a subsequent period.

Significant judgements and estimates: recoverability of asset carrying values
Determination as to whether, and by how much, an asset, CGU, or group of CGUs containing goodwill is impaired involves management
estimates on highly uncertain matters such as the effects of inflation and deflation on operating expenses, discount rates, production
profiles, reserves and resources, and future commodity prices, including the outlook for global or regional market supply-and-demand
conditions for crude oil, natural gas and refined products. Judgement is required when determining the appropriate grouping of assets into a
CGU or the appropriate grouping of CGUs for impairment testing purposes. For example, individual oil and gas properties may form separate
CGUs whilst certain oil and gas properties with shared infrastructure may be grouped together to form a single CGU. Alternative groupings of
assets or CGUs may result in a different outcome from impairment testing. See Note 14 for details on how these groupings have been
determined in relation to the impairment testing of goodwill.
As disclosed above, the recoverable amount of an asset is the higher of its value in use and its fair value less costs of disposal. Fair value less
costs of disposal may be determined based on expected sales proceeds or similar recent market transaction data.
Details of impairment charges and reversals recognized in the income statement are provided in Note 4 and details on the carrying amounts
of assets are shown in Note 12, Note 14 and Note 15.
The estimates for assumptions made in impairment tests in 2019 relating to discount rates and oil and gas properties are discussed below.
Changes in the economic environment or other facts and circumstances may necessitate revisions to these assumptions and could result in
a material change to the carrying values of the group's assets within the next financial year.
Discount rates
For discounted cash flow calculations, future cash flows are adjusted for risks specific to the CGU. Value-in-use calculations are typically
discounted using a pre-tax discount rate based upon the cost of funding the group derived from an established model, adjusted to a pre-tax
basis and incorporating a market participant capital structure. Fair value less costs of disposal calculations use the post-tax discount rate.
The discount rates applied in impairment tests are reassessed each year. In 2019 the post-tax discount rate was 6% (2018 6%) and the pre-
tax discount rate typically ranged from 7% to 13% (2018 9%) depending on the applicable tax rate in the geographic location of the CGU.
Where the CGU is located in a country that is judged to be higher risk an additional premium of 1% to 4% was added to the discount rates
(2018 2%). The judgement of classifying a country as higher risk and the applicable premium takes into account various economic and
geopolitical factors.
Oil and natural gas properties
For oil and natural gas properties, expected future cash flows are estimated using management’s best estimate of future oil and natural gas
prices and production and reserves volumes. The estimated future level of production in all impairment tests is based on assumptions about
future commodity prices, production and development costs, field decline rates, current fiscal regimes and other factors.
The recoverable amount of oil and gas properties is primarily sensitive to changes in the oil and gas price assumptions. Further sensitivity analysis
may be performed if a specific oil and gas property is identified to have low headroom above its carrying amount. In 2019, the group identified
oil and gas properties with carrying amounts totalling $25,092 million (2018 $22,000 million) where the headroom, as at the dates of the last
impairment test performed on those assets, was less than or equal to 20% of the carrying value, including $1,256 million (2018 $1,345 million)
in relation to equity-accounted entities. A change in the discount rate, reserves, resources or the oil and gas price assumptions in the next
financial year may result in the recoverable amount of one or more of these assets falling below the current carrying amount.
The recoverability of intangible exploration and appraisal expenditure is covered under Oil and natural gas exploration, appraisal and
development expenditure above.
Oil and natural gas prices
The long-term price assumptions used for investment appraisal are recommended by the group chief economist after considering a range of
external price, and supply and demand forecasts under various energy transition scenarios. They are reviewed and approved by
management. As a result of the current uncertainty over the pace of transition to lower-carbon supply and demand and the social, political
and environmental actions that will be taken to meet the goals of the Paris climate change agreement, the forecasts and scenarios
considered include those where those goals are met as well as those where they are not met. The assumptions below represent
management’s best estimate of future prices; they do not reflect a specific scenario and sit within the range of the external forecasts
considered.
The long-term price assumptions used to determine recoverable amount based on value-in-use impairments tests are derived from the
central case investment appraisal assumptions (see page 19) of $70 per barrel for Brent and $4 per mmBtu for Henry Hub gas, both in 2015
prices (2018 $75 per barrel and $4 per mmBtu respectively, in 2015 prices). These long-term prices are applied from 2025 and 2032
respectively (2018 both from 2024) and continue to be inflated for the remaining life of the asset.
The price assumptions used over the periods to 2025 and 2032 have been set such that there is a linear progression from our best estimate
of 2020 prices, which were set by reference to 2019 average prices, to the long-term assumptions.
The majority of BP’s reserves and resources that support the carrying value of the group’s oil and gas properties are expected to be produced
over the next 10 years. Average prices (in real 2015 terms) used to estimate cash flows over this period are $67 per barrel for Brent and $3.1
per mmBtu for Henry Hub gas.
Oil prices fell 10% in 2019 from 2018 due to trade tensions, a macroeconomic downturn, and a slight slowdown in oil demand. OPEC+
production restraint, unplanned outages, and sanctions on Venezuela and Iran kept prices from falling further. BP's long-term assumption for
oil prices is higher than the 2019 price average, based on the judgement that current price levels would not encourage sufficient investment
to meet global oil demand sustainably in the longer term, especially given the financial requirements of key low-cost oil producing
economies.
US gas prices dropped by around 15% in 2019 compared to 2018. After an initial spike in January, they remained relatively low for much of
the year due to a combination of strong associated gas production growth, and storage levels coming back to normal. US gas demand
growth was much lower than the exceptional increase in 2018, while LNG exports continued to expand. BP's long-term price assumption for
US gas is higher than recent market prices due to forecast rising domestic demand, rapidly increasing pipeline and LNG exports, and lowest
cost resources being absorbed leading to production of more expensive gas, as well as requiring increased investment in infrastructure.

Management tested the impact of a reduction in prices of 15% against the best estimate for Brent oil and Henry Hub gas in all future years.
These price reductions in isolation could indicatively lead to a reduction in the carrying amount of BP’s oil and gas properties in the range of
$2-3 billion, which is approximately 1-2% of the net book value of property, plant and equipment as at 31 December 2019.
Management also tested the impact of a scenario where Brent oil and Henry Hub gas prices start 15% lower than the best estimate and
gradually reduce to 25% lower than the best estimate by 2040. Although this is not considered to be a reasonably possible change in the
long-term assumptions within the next financial year, it reflects the inherent uncertainty in forecasting long-term prices. These price
reductions in isolation could indicatively lead to a reduction in the carrying amount of BP’s oil and gas properties in the range of $4-5 billion
which is approximately 3-4% of the net book value of property, plant and equipment as at 31 December 2019. Additionally, such a price
reduction does not indicate a reduction in the carrying amount of the Upstream goodwill balance.
These sensitivity analyses do not, however, represent management’s best estimate of any impairments that might be recognized as they do
not fully incorporate consequential changes that may arise, such as reductions in costs and changes to business plans, phasing of
development, levels of reserves and resources, and production volumes. As the extent of a price reduction increases, the more likely it is that
costs would decrease across the industry. The above sensitivity analyses therefore do not reflect a linear relationship between price and
value that can be extrapolated. Past experience of performing impairment tests suggests that any impairment arising from such price
reductions is likely to be lower once all these factors are taken into consideration. The interdependency of these inputs and risk factors plus
the diverse characteristics of our oil and gas properties limits the practicability of estimating the probability or extent to which the overall
recoverable amount is impacted by changes to the price assumptions.
The decline in oil and natural gas prices in the first quarter of 2020 is not expected to materially impact the recoverable amount of the group’s
oil and natural gas properties.
Oil and natural gas reserves
In addition to oil and natural gas prices, significant technical and commercial assessments are required to determine the group’s estimated oil
and natural gas reserves. Reserves estimates are regularly reviewed and updated. Factors such as the availability of geological and
engineering data, reservoir performance data, acquisition and divestment activity and drilling of new wells all impact on the determination of
the group’s estimates of its oil and natural gas reserves. BP bases its proved reserves estimates on the requirement of reasonable certainty
with rigorous technical and commercial assessments based on conventional industry practice and regulatory requirements.
Reserves assumptions for value-in-use tests reflect the reserves and resources that management currently intend to develop. The
recoverable amount of oil and gas properties is determined using a combination of inputs including reserves, resources and production
volumes. Risk factors may be applied to reserves and resources which do not meet the criteria to be treated as proved.
Goodwill
Irrespective of whether there is any indication of impairment, BP is required to test annually for impairment of goodwill acquired in business
combinations. The group carries goodwill of approximately $11.9 billion on its balance sheet (2018 $12.2 billion), principally relating to the
Atlantic Richfield, Burmah Castrol, Devon Energy and Reliance transactions. Sensitivities and additional information relating to impairment
testing of goodwill in the Upstream segment are provided in Note 14.
Inventories
Inventories, other than inventories held for short-term trading purposes, are stated at the lower of cost and net realizable value. Cost is
determined by the first-in first-out method and comprises direct purchase costs, cost of production, transportation and manufacturing
expenses. Net realizable value is determined by reference to prices existing at the balance sheet date, adjusted where the sale of inventories
after the reporting period gives evidence about their net realizable value at the end of the period.
Inventories held for short-term trading purposes are stated at fair value less costs to sell and any changes in fair value are recognized in the
income statement.
Supplies are valued at the lower of cost on a weighted average basis and net realizable value.
Leases
Agreements that convey the right to control the use of an identified asset for a period of time in exchange for consideration are accounted for
as leases. The right to control is conveyed if BP has both the right to obtain substantially all of the economic benefits from, and the right to
direct the use of, the identified asset throughout the period of use. An asset is identified if it is explicitly or implicitly specified by the
agreement and any substitution rights held by the lessor over the asset are not considered substantive.
Agreements that convey the right to control the use of an intangible asset including rights to explore for or use hydrocarbons are not accounted
for as leases. See significant accounting policy: intangible assets.
A lease liability is recognized on the balance sheet on the lease commencement date at the present value of future lease payments over the
lease term. The discount rate applied is the rate implicit in the lease if readily determinable, otherwise an incremental borrowing rate is used.
The incremental borrowing rate is determined based on factors such as the group’s cost of borrowing, lessee legal entity credit risk, currency
and lease term. The lease term is the non-cancellable period of a lease together with any periods covered by an extension option that BP is
reasonably certain to exercise, or periods covered by a termination option that BP is reasonably certain not to exercise. The future lease
payments included in the present value calculation are any fixed payments, payments that vary depending on an index or rate, payments due
for the reasonably certain exercise of options and expected residual value guarantee payments.
Payments that vary based on factors other than an index or a rate such as usage, sales volumes or revenues are not included in the present
value calculation and are recognized in the income statement. The lease liability is recognized on an amortized cost basis with interest expense
recognized in the income statement over the lease term, except for where capitalized as exploration, appraisal or development expenditure.
The right-of-use asset is recognized on the balance sheet as property, plant and equipment at a value equivalent to the initial measurement of
the lease liability adjusted for lease prepayments, lease incentives, initial direct costs and any restoration obligations. The right-of-use asset is
depreciated typically on a straight-line basis over the lease term. The depreciation charge is recognized in the income statement except for
where capitalized as exploration, appraisal or development expenditure. Right-of-use assets are assessed for impairment in line with the
accounting policy for impairment of property, plant and equipment, intangible assets, and goodwill.
Agreements may include both lease and non-lease components. Payments for lease and non-lease components are allocated on a relative
stand-alone selling price basis except for leases of retail service stations where the group has elected not to separate non-lease payments
from the calculation of the lease liability and right-of-use asset.

If the lease term at commencement of the agreement is less than 12 months, a lease liability and right-of-use asset are not recognized, and a
lease expense is recognized in the income statement on a straight-line basis.
If a significant event or change in circumstances, within the control of BP, arises that affects the reasonably certain lease term or there are
changes to the lease payments, the present value of the lease liability is remeasured using the revised term and payments, with the right-of-
use asset adjusted by an equivalent amount.
Modifications to a lease agreement beyond the original terms and conditions are accounted for as a re-measurement of the lease liability with
a corresponding adjustment to the right-of-use asset. Any gain or loss on modification is recognized in the income statement. Modifications
that increase the scope of the lease at a price commensurate with the stand-alone selling price are accounted for as a separate new lease.
The group recognizes the full lease liability, rather than its working interest share, for leases entered into on behalf of a joint operation if the
group has the primary responsibility for making the lease payments. In such cases, BP’s working interest share of the right-of-use asset is
recognized if it is jointly controlled by the group and the other joint operators, and a receivable is recognized for the share of the asset
transferred to the other joint operators. If BP is a non-operator, a payable to the operator is recognized if they have the primary responsibility for
making the lease payments and BP has joint control over the right-of-use asset, otherwise no balances are recognized.
As noted in ‘Impact of new International Financial Reporting Standards - IFRS 16 ‘Leases’, BP elected to apply the ‘modified retrospective’
transition approach on adoption of IFRS 16. Under this approach, comparative periods’ financial information is not restated. The accounting
policy applicable for leases in the comparative periods only is disclosed in the following paragraphs.
Agreements under which payments are made to owners in return for the right to use a specific asset are accounted for as leases. Leases that
transfer substantially all the risks and rewards of ownership are recognized as finance leases. All other leases are accounted for as operating
leases.
Finance leases are capitalized at the commencement of the lease term at the fair value of the leased item or, if lower, at the present value of
the minimum lease payments. Finance charges are allocated to each period so as to achieve a constant rate of interest on the remaining
balance of the liability and are charged directly against income. Capitalized leased assets are depreciated over the shorter of the estimated
useful life of the asset or the lease term. Operating lease payments are recognized as an expense on a straight-line basis over the lease term
except where capitalized as exploration or appraisal expenditure. See significant accounting policy: Exploration and appraisal expenditure.
Financial assets
Financial assets are recognized initially at fair value, normally being the transaction price. In the case of financial assets not at fair value through
profit or loss, directly attributable transaction costs are also included. The subsequent measurement of financial assets depends on their
classification, as set out below. The group derecognizes financial assets when the contractual rights to the cash flows expire or the rights to
receive cash flows have been transferred to a third party along with either substantially all of the risks and rewards or control of the asset. This
includes the derecognition of receivables for which discounting arrangements are entered into.
The group classifies its financial asset debt instruments as measured at amortized cost, fair value through other comprehensive income or fair
value through profit or loss. The classification depends on the business model for managing the financial assets and the contractual cash flow
characteristics of the financial asset.
Financial assets measured at amortized cost
Financial assets are classified as measured at amortized cost when they are held in a business model the objective of which is to collect
contractual cash flows and the contractual cash flows represent solely payments of principal and interest. Such assets are carried at amortized
cost using the effective interest method if the time value of money is significant. Gains and losses are recognized in profit or loss when the
assets are derecognized or impaired and when interest is recognized using the effective interest method. This category of financial assets
includes trade and other receivables.
Financial assets measured at fair value through other comprehensive income
Financial assets are classified as measured at fair value through other comprehensive income when they are held in a business model the
objective of which is both to collect contractual cash flows and sell the financial assets, and the contractual cash flows represent solely
payments of principal and interest. The group does not have any financial assets classified in this category.
Financial assets measured at fair value through profit or loss
Financial assets are classified as measured at fair value through profit or loss when the asset does not meet the criteria to be measured at
amortized cost or fair value through other comprehensive income. Such assets are carried on the balance sheet at fair value with gains or
losses recognized in the income statement. Derivatives, other than those designated as effective hedging instruments, are included in this
category.
Investments in equity instruments
Investments in equity instruments are subsequently measured at fair value through profit or loss unless an election is made on an instrument-
by-instrument basis to recognise fair value gains and losses in other comprehensive income. The group does not have any investments for
which this election has been made.
Derivatives designated as hedging instruments in an effective hedge
Derivatives designated as hedging instruments in an effective hedge are carried on the balance sheet at fair value. The treatment of gains and
losses arising from revaluation is described below in the accounting policy for derivative financial instruments and hedging activities.
Cash equivalents
Cash equivalents are short-term highly liquid investments that are readily convertible to known amounts of cash, are subject to insignificant risk
of changes in value and generally have a maturity of three months or less from the date of acquisition. Cash equivalents are classified as
financial assets measured at amortized cost or, in the case of certain money market funds, fair value through profit or loss.

Impairment of financial assets measured at amortized cost
The group assesses on a forward-looking basis the expected credit losses associated with financial assets classified as measured at amortized
cost at each balance sheet date. Expected credit losses are measured based on the maximum contractual period over which the group is
exposed to credit risk. As lifetime expected credit losses are recognized for trade receivables and the tenor of substantially all of other in-scope
financial assets is less than 12 months there is no significant difference between the measurement of 12-month and lifetime expected credit
losses for the group. The measurement of expected credit losses is a function of the probability of default, loss given default and exposure at
default. The expected credit loss is estimated as the difference between the asset’s carrying amount and the present value of the future cash
flows the group expects to receive discounted at the financial asset’s original effective interest rate. The carrying amount of the asset is
adjusted, with the amount of the impairment gain or loss recognized in the income statement.
A financial asset or group of financial assets classified as measured at amortized cost is considered to be credit-impaired if there is reasonable
and supportable evidence that one or more events that have a detrimental impact on the estimated future cash flows of the financial asset (or
group of financial assets) have occurred. Financial assets are written off where the group has no reasonable expectation of recovering amounts
due.
Financial liabilities
The measurement of financial liabilities depends on their classification, as follows:
Financial liabilities measured at fair value through profit or loss
Financial liabilities that meet the definition of held for trading are classified as measured at fair value through profit or loss. Such liabilities are
carried on the balance sheet at fair value with gains or losses recognized in the income statement. Derivatives, other than those designated as
effective hedging instruments, are included in this category.
Derivatives designated as hedging instruments in an effective hedge
Derivatives designated as hedging instruments in an effective hedge are carried on the balance sheet at fair value. The treatment of gains and
losses arising from revaluation is described below in the accounting policy for derivative financial instruments and hedging activities.
Financial liabilities measured at amortized cost
All other financial liabilities are initially recognized at fair value, net of directly attributable transaction costs. For interest-bearing loans and
borrowings this is typically equivalent to the fair value of the proceeds received, net of issue costs associated with the borrowing.
After initial recognition, other financial liabilities are subsequently measured at amortized cost using the effective interest method. Amortized
cost is calculated by taking into account any issue costs and any discount or premium on settlement. Gains and losses arising on the
repurchase, settlement or cancellation of liabilities are recognized in interest and other income and finance costs respectively.
This category of financial liabilities includes trade and other payables and finance debt.
The group’s trade payables include some supplier arrangements that utilize letter of credit facilities (see Note 29 - Liquidity risk for further
information). The group assesses the payables subject to these arrangements to determine whether they should continue to be classified as
trade payables and give rise to operating cash flows or finance debt and financing cash flows. The criteria used in making this assessment
include the payment terms for the amount due relative to terms commonly seen in the markets in which BP operates. Liabilities subject to
these arrangements with payment terms of up to approximately 60 days are generally considered to be trade payables and give rise to
operating cash flows.
Derivative financial instruments and hedging activities
The group uses derivative financial instruments to manage certain exposures to fluctuations in foreign currency exchange rates, interest rates
and commodity prices, as well as for trading purposes. These derivative financial instruments are recognized initially at fair value on the date on
which a derivative contract is entered into and subsequently remeasured at fair value. Derivatives are carried as assets when the fair value is
positive and as liabilities when the fair value is negative.
Contracts to buy or sell a non-financial item (for example, oil, oil products, gas or power) that can be settled net in cash, with the exception of
contracts that were entered into and continue to be held for the purpose of the receipt or delivery of a non-financial item in accordance with
the group’s expected purchase, sale or usage requirements, are accounted for as financial instruments. Gains or losses arising from changes in
the fair value of derivatives that are not designated as effective hedging instruments are recognized in the income statement.
If, at inception of a contract, the valuation cannot be supported by observable market data, any gain or loss determined by the valuation
methodology is not recognized in the income statement but is deferred on the balance sheet and is commonly known as ‘day-one gain or loss’.
This deferred gain or loss is recognized in the income statement over the life of the contract until substantially all the remaining contract term
can be valued using observable market data at which point any remaining deferred gain or loss is recognized in the income statement.
Changes in valuation subsequent to the initial valuation at inception of a contract are recognized immediately in the income statement.
For the purpose of hedge accounting, hedges are classified as:
• Fair value hedges when hedging exposure to changes in the fair value of a recognized asset or liability.
• Cash flow hedges when hedging exposure to variability in cash flows that is attributable to either a particular risk associated with a
recognized asset or liability or a highly probable forecast transaction.
Hedge relationships are formally designated and documented at inception, together with the risk management objective and strategy for
undertaking the hedge. The documentation includes identification of the hedging instrument, the hedged item or transaction, the nature of the
risk being hedged, the existence at inception of an economic relationship and subsequent measurement of the hedging instrument's
effectiveness in offsetting the exposure to changes in the hedged item’s fair value or cash flows attributable to the hedged risk, the hedge
ratio and sources of hedge ineffectiveness. Hedges meeting the criteria for hedge accounting are accounted for as follows:

Fair value hedges
The change in fair value of a hedging derivative is recognized in profit or loss. The change in the fair value of the hedged item attributable to the
risk being hedged is recorded as part of the carrying value of the hedged item and is also recognized in profit or loss, where it offsets. The
group applies fair value hedge accounting when hedging interest rate risk and certain currency risks on fixed rate finance debt.
Fair value hedge accounting is discontinued only when the hedging relationship or a part thereof ceases to meet the qualifying criteria. This
includes when the risk management objective changes or when the hedging instrument is sold, terminated or exercised. The accumulated
adjustment to the carrying amount of a hedged item at such time is then amortized prospectively to profit or loss as finance interest expense
over the hedged item's remaining period to maturity.
Cash flow hedges
The effective portion of the gain or loss on a cash flow hedging instrument is reported in other comprehensive income, while the ineffective
portion is recognized in profit or loss. Amounts reported in other comprehensive income are reclassified to the income statement when the
hedged transaction affects profit or loss.
Where the hedged item is a highly probably forecast transaction that results in the recognition of a non-financial asset or liability, such as a
forecast foreign currency transaction for the purchase of property, plant and equipment, the amounts recognized within other comprehensive
income are transferred to the initial carrying amount of the non-financial asset or liability. Where the hedged item is an equity investment, the
amounts recognized in other comprehensive income remain in the separate component of equity until the hedged cash flows affect profit or
loss. Where the hedged item is recognized directly in profit or loss, the amounts recognized in other comprehensive income are reclassified to
production and manufacturing expenses or sales and other operating revenues as appropriate.
Cash flow hedge accounting is discontinued only when the hedging relationship or a part thereof ceases to meet the qualifying criteria. This
includes when the designated hedged forecast transaction or part thereof is no longer considered to be highly probable to occur, or when the
hedging instrument is sold, terminated or exercised without replacement or rollover. When cash flow hedge accounting is discontinued
amounts previously recognized within other comprehensive income remain in equity until the forecast transaction occurs and are reclassified
to profit or loss or transferred to the initial carrying amount of a non-financial asset or liability as above. If the forecast transaction is no longer
expected to occur, amounts previously recognized within other comprehensive income will be immediately reclassified to profit or loss.
Costs of hedging
The foreign currency basis spread of cross-currency interest rate swaps are excluded from hedge designations and accounted for as costs of
hedging. Changes in fair value of the foreign currency basis spread are recognized in other comprehensive income to the extent that they
relate to the hedged item. For time-period related hedged items, the amount recognized in other comprehensive income is amortized to profit
or loss on a straight line basis over the term of the hedging relationship.
Fair value measurement
Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants.
The group categorizes assets and liabilities measured at fair value into one of three levels depending on the ability to observe inputs employed
in their measurement. Level 1 inputs are quoted prices in active markets for identical assets or liabilities. Level 2 inputs are inputs that are
observable, either directly or indirectly, other than quoted prices included within level 1 for the asset or liability. Level 3 inputs are unobservable
inputs for the asset or liability reflecting significant modifications to observable related market data or BP’s assumptions about pricing by
market participants.
Significant estimate and judgement: derivative financial instruments

In some cases the fair values of derivatives are estimated using internal models due to the absence of quoted prices or other observable,
market-corroborated data. This primarily applies to the group’s longer-term derivative contracts. The majority of these contracts are valued
using models with inputs that include price curves for each of the different products that are built up from available active market pricing data
(including volatility and correlation) and modelled using the maximum available external information. Additionally, where limited data exists for
certain products, prices are determined using historical and long-term pricing relationships. The use of alternative assumptions or valuation
methodologies may result in significantly different values for these derivatives. A reasonably possible change in the price assumptions used
in the models relating to index price would not have a material impact on net assets and the Group income statement primarily as a result of
offsetting movements between derivative assets and liabilities. For more information, including the carrying amounts of level 3 derivatives,
see Note 30.
In some cases, judgement is required to determine whether contracts to buy or sell commodities meet the definition of a derivative. In
particular longer -term contracts to buy and sell LNG are not considered to meet the definition as they are not considered capable of being
net settled due to a lack of liquidity in the LNG market and so are accounted for on an accruals basis, rather than as a derivative.
Offsetting of financial assets and liabilities

Financial assets and liabilities are presented gross in the balance sheet unless both of the following criteria are met: the group currently has a
legally enforceable right to set off the recognized amounts; and the group intends to either settle on a net basis or realize the asset and settle
the liability simultaneously. A right of set off is the group’s legal right to settle an amount payable to a creditor by applying against it an amount
receivable from the same counterparty. The relevant legal jurisdiction and laws applicable to the relationships between the parties are
considered when assessing whether a current legally enforceable right to set off exists.
Provisions and contingencies
Provisions are recognized when the group has a present legal or constructive obligation as a result of a past event, it is probable that an
outflow of resources embodying economic benefits will be required to settle the obligation and a reliable estimate can be made of the amount
of the obligation. Where appropriate, the future cash flow estimates are adjusted to reflect risks specific to the liability.
If the effect of the time value of money is material, provisions are determined by discounting the expected future cash flows at a pre-tax risk-
free rate that reflects current market assessments of the time value of money. Where discounting is used, the increase in the provision due to
the passage of time is recognized within finance costs. Provisions are discounted using a nominal discount rate of 2.5% (2018 3.0%).
Provisions are split between amounts expected to be settled within 12 months of the balance sheet date (current) and amounts expected to be
settled later (non-current).

Contingent liabilities are possible obligations whose existence will only be confirmed by future events not wholly within the control of the
group, or present obligations where it is not probable that an outflow of resources will be required or the amount of the obligation cannot be
measured with sufficient reliability. Contingent liabilities are not recognized in the consolidated financial statements but are disclosed unless
the possibility of an outflow of economic resources is considered remote.
Decommissioning
Liabilities for decommissioning costs are recognized when the group has an obligation to plug and abandon a well, dismantle and remove a
facility or an item of plant and to restore the site on which it is located, and when a reliable estimate of that liability can be made. Where an
obligation exists for a new facility or item of plant, such as oil and natural gas production or transportation facilities, this liability will be
recognized on construction or installation. Similarly, where an obligation exists for a well, this liability is recognized when it is drilled. An
obligation for decommissioning may also crystallize during the period of operation of a well, facility or item of plant through a change in
legislation or through a decision to terminate operations; an obligation may also arise in cases where an asset has been sold but the
subsequent owner is no longer able to fulfil its decommissioning obligations, for example due to bankruptcy. The amount recognized is the
present value of the estimated future expenditure determined in accordance with local conditions and requirements. The provision for the
costs of decommissioning wells, production facilities and pipelines at the end of their economic lives is estimated using existing technology, at
future prices, depending on the expected timing of the activity, and discounted using the nominal discount rate.
An amount equivalent to the decommissioning provision is recognized as part of the corresponding intangible asset (in the case of an
exploration or appraisal well) or property, plant and equipment. The decommissioning portion of the property, plant and equipment is
subsequently depreciated at the same rate as the rest of the asset. Other than the unwinding of discount on or utilisation of the provision, any
change in the present value of the estimated expenditure is reflected as an adjustment to the provision and the corresponding asset where
that asset is generating or is expected to generate future economic benefits.
Environmental expenditures and liabilities
Environmental expenditures that are required in order for the group to obtain future economic benefits from its assets are capitalized as part of
those assets. Expenditures that relate to an existing condition caused by past operations that do not contribute to future earnings are
expensed.
Liabilities for environmental costs are recognized when a clean-up is probable and the associated costs can be reliably estimated. Generally,
the timing of recognition of these provisions coincides with the commitment to a formal plan of action or, if earlier, on divestment or on closure
of inactive sites.
The amount recognized is the best estimate of the expenditure required to settle the obligation. Provisions for environmental liabilities have
been estimated using existing technology, at future prices and discounted using a nominal discount rate.
Significant judgements and estimates: provisions
The group holds provisions for the future decommissioning of oil and natural gas production facilities and pipelines at the end of their
economic lives. The largest decommissioning obligations facing BP relate to the plugging and abandonment of wells and the removal and
disposal of oil and natural gas platforms and pipelines around the world. Most of these decommissioning events are many years in the future
and the precise requirements that will have to be met when the removal event occurs are uncertain. Decommissioning technologies and
costs are constantly changing, as are political, environmental, safety and public expectations. The timing and amounts of future cash flows
are subject to significant uncertainty and estimation is required in determining the amounts of provisions to be recognized. Any changes in
the expected future costs are reflected in both the provision and the asset.
If oil and natural gas production facilities and pipelines are sold to third parties, judgement is required to assess whether the new owner will
be unable to meet their decommissioning obligations, whether BP would then be responsible for decommissioning, and if so the extent of
that responsibility. The group has assessed that no material decommissioning provisions should be recognized as at 31 December 2019 (2018
no material provisions) for assets sold to third parties where the sale transferred the decommissioning obligation to the new owner.
Decommissioning provisions associated with downstream refineries and petrochemicals facilities are generally not recognized, as the
potential obligations cannot be measured, given their indeterminate settlement dates. The group performs periodic reviews of its
downstream refineries and petrochemicals long-lived assets for any changes in facts and circumstances that might require the recognition of
a decommissioning provision.
The provision for environmental liabilities is estimated based on current legal and constructive requirements, technology, price levels and
expected plans for remediation. Actual costs and cash outflows can differ from current estimates because of changes in laws and
regulations, public expectations, prices, discovery and analysis of site conditions and changes in clean-up technology.
The timing and amount of future expenditures relating to decommissioning and environmental liabilities are reviewed annually, together with
the interest rate used in discounting the cash flows. The interest rate used to determine the balance sheet obligations at the end of 2019 was
a nominal rate of 2.5% (2018 a nominal rate of 3.0%), which was based on long-dated US government bonds. The weighted average period
over which decommissioning and environmental costs are generally expected to be incurred is estimated to be approximately 18 years (2018
18 years) and 6 years (2018 6 years) respectively.
Further information about the group’s provisions is provided in Note 23. Changes in assumptions in relation to the group's provisions could
result in a material change in their carrying amounts within the next financial year. A 0.5% change in the nominal discount rate could have an
impact of approximately $1.4 billion (2018 $1.3 billion) on the value of the group’s provisions.
A two-year change in the timing of expected future decommissioning expenditures does not have a material impact on the value of the
group’s decommissioning provision. Management do not consider a change of greater than two years to be reasonably possible either in the
next financial year or as a result of changes in the longer-term economic environment.
As described in Note 33, the group is subject to claims and actions for which no provisions have been recognized. The facts and
circumstances relating to particular cases are evaluated regularly in determining whether a provision relating to a specific litigation should be
recognized or revised. Accordingly, significant management judgement relating to provisions and contingent liabilities is required, since the
outcome of litigation is difficult to predict.

Employee benefits
Wages, salaries, bonuses, social security contributions, paid annual leave and sick leave are accrued in the period in which the associated
services are rendered by employees of the group. Deferred bonus arrangements that have a vesting date more than 12 months after the
balance sheet date are valued on an actuarial basis using the projected unit credit method and amortized on a straight-line basis over the
service period until the award vests. The accounting policies for share-based payments and for pensions and other post-retirement benefits are
described below.
Share-based payments
Equity-settled transactions
The cost of equity-settled transactions with employees is measured by reference to the fair value of the equity instruments on the date on
which they are granted and is recognized as an expense over the vesting period, which ends on the date on which the employees become fully
entitled to the award. A corresponding credit is recognized within equity. Fair value is determined by using an appropriate, widely used,
valuation model. In valuing equity-settled transactions, no account is taken of any vesting conditions, other than conditions linked to the price of
the shares of the company (market conditions). Non-vesting conditions, such as the condition that employees contribute to a savings-related
plan, are taken into account in the grant-date fair value, and failure to meet a non-vesting condition, where this is within the control of the
employee is treated as a cancellation and any remaining unrecognized cost is expensed.
For other equity-settled share-based payment transactions, the goods or services received and the corresponding increase in equity are
measured at the fair value of the goods or services received unless their fair value cannot be reliably estimated. If the fair value of the goods
and services received cannot be reliably estimated, the transaction is measured by reference to the fair value of the equity instruments
granted.
Cash-settled transactions
The cost of cash-settled transactions is recognized as an expense over the vesting period, measured by reference to the fair value of the
corresponding liability which is recognized on the balance sheet. The liability is remeasured at fair value at each balance sheet date until
settlement, with changes in fair value recognized in the income statement.
Pensions and other post-retirement benefits
The cost of providing benefits under the group’s defined benefit plans is determined separately for each plan using the projected unit credit
method, which attributes entitlement to benefits to the current period to determine current service cost and to the current and prior periods to
determine the present value of the defined benefit obligation. Past service costs, resulting from either a plan amendment or a curtailment (a
reduction in future obligations as a result of a material reduction in the plan membership), are recognized immediately when the company
becomes committed to a change.
Net interest expense relating to pensions and other post-retirement benefits, which is recognized in the income statement, represents the net
change in present value of plan obligations and the value of plan assets resulting from the passage of time, and is determined by applying the
discount rate to the present value of the benefit obligation at the start of the year, and to the fair value of plan assets at the start of the year,
taking into account expected changes in the obligation or plan assets during the year.
Remeasurements of the defined benefit liability and asset, comprising actuarial gains and losses, and the return on plan assets (excluding
amounts included in net interest described above) are recognized within other comprehensive income in the period in which they occur and
are not subsequently reclassified to profit and loss.
The defined benefit pension plan surplus or deficit recognized on the balance sheet for each plan comprises the difference between the
present value of the defined benefit obligation (using a discount rate based on high quality corporate bonds) and the fair value of plan assets
out of which the obligations are to be settled directly. Fair value is based on market price information and, in the case of quoted securities, is
the published bid price. Defined benefit pension plan surpluses are only recognized to the extent they are recoverable, either by way of a
refund from the plan or reductions in future contributions to the plan.
Contributions to defined contribution plans are recognized in the income statement in the period in which they become payable.
Significant estimate: pensions and other post-retirement benefits
Accounting for defined benefit pensions and other post-retirement benefits involves making significant estimates when measuring the
group's pension plan surpluses and deficits. These estimates require assumptions to be made about many uncertainties.
Pensions and other post-retirement benefit assumptions are reviewed by management at the end of each year. These assumptions are used
to determine the projected benefit obligation at the year end and hence the surpluses and deficits recorded on the group's balance sheet,
and pension and other post-retirement benefit expense for the following year.
The assumptions that are the most significant to the amounts reported are the discount rate, inflation rate, salary growth and mortality levels.
Assumptions about these variables are based on the environment in each country. The assumptions used vary from year to year, with
resultant effects on future net income and net assets. Changes to some of these assumptions, in particular the discount rate and inflation
rate, could result in material changes to the carrying amounts of the group's pension and other post-retirement benefit obligations within the
next financial year, in particular for the UK, US and Eurozone plans. Any differences between these assumptions and the actual outcome will
also affect future net income and net assets.
The values ascribed to these assumptions and a sensitivity analysis of the impact of changes in the assumptions on the benefit expense and
obligation used are provided in Note 24.
Income taxes
Income tax expense represents the sum of current tax and deferred tax.
Income tax is recognized in the income statement, except to the extent that it relates to items recognized in other comprehensive income or
directly in equity, in which case the related tax is recognized in other comprehensive income or directly in equity.
Current tax is based on the taxable profit for the period. Taxable profit differs from net profit as reported in the income statement because it is
determined in accordance with the rules established by the applicable taxation authorities. It therefore excludes items of income or expense
that are taxable or deductible in other periods as well as items that are never taxable or deductible. The group’s liability for current tax is
calculated using tax rates and laws that have been enacted or substantively enacted by the balance sheet date.

Deferred tax is provided, using the liability method, on temporary differences at the balance sheet date between the tax bases of assets and
liabilities and their carrying amounts for financial reporting purposes. Deferred tax liabilities are recognized for all taxable temporary differences
except:
• Where the deferred tax liability arises on the initial recognition of goodwill.
• Where the deferred tax liability arises on the initial recognition of an asset or liability in a transaction that is not a business combination and,
at the time of the transaction, affects neither accounting profit nor taxable profit or loss.
• In respect of taxable temporary differences associated with investments in subsidiaries and associates and interests in joint arrangements,
where the group is able to control the timing of the reversal of the temporary differences and it is probable that the temporary differences
will not reverse in the foreseeable future.
Deferred tax assets are recognized for deductible temporary differences, carry-forward of unused tax credits and unused tax losses, to the
extent that it is probable that taxable profit will be available against which the deductible temporary differences and the carry-forward of
unused tax credits and unused tax losses can be utilized, except where the deferred tax asset relating to the deductible temporary difference
arises from the initial recognition of an asset or liability in a transaction that is not a business combination and, at the time of the transaction,
affects neither accounting profit nor taxable profit or loss. In respect of deductible temporary differences associated with investments in
subsidiaries and associates and interests in joint arrangements, deferred tax assets are recognized only to the extent that it is probable that the
temporary differences will reverse in the foreseeable future and taxable profit will be available against which the temporary differences can be
utilized.
The carrying amount of deferred tax assets is reviewed at each balance sheet date and reduced to the extent that it is no longer probable or
increased to the extent that it is probable that sufficient taxable profit will be available to allow all or part of the deferred tax asset to be utilized.
Deferred tax assets and liabilities are measured at the tax rates that are expected to apply in the period when the asset is realized or the
liability is settled, based on tax rates (and tax laws) that have been enacted or substantively enacted at the balance sheet date. Deferred tax
assets and liabilities are not discounted.
Deferred tax assets and liabilities are offset only when there is a legally enforceable right to set off current tax assets against current tax
liabilities and when the deferred tax assets and liabilities relate to income taxes levied by the same taxation authority on either the same
taxable entity or different taxable entities where there is an intention to settle the current tax assets and liabilities on a net basis or to realize
the assets and settle the liabilities simultaneously.
Where tax treatments are uncertain, if it is considered probable that a taxation authority will accept the group's proposed tax treatment,
income taxes are recognized consistent with the group's income tax filings. If it is not considered probable, the uncertainty is reflected within
the carrying amount of the applicable tax asset or liability using either the most likely amount or an expected value, depending on which
method better predicts the resolution of the uncertainty.
The computation of the group’s income tax expense and liability involves the interpretation of applicable tax laws and regulations in many
jurisdictions throughout the world. The resolution of tax positions taken by the group, through negotiations with relevant tax authorities or
through litigation, can take several years to complete and in some cases it is difficult to predict the ultimate outcome. Therefore, judgement is
required to determine whether provisions for income taxes are required and, if so, estimation is required of the amounts that could be payable.
In addition, the group has carry-forward tax losses and tax credits in certain taxing jurisdictions that are available to offset against future taxable
profit. However, deferred tax assets are recognized only to the extent that it is probable that taxable profit will be available against which the
unused tax losses or tax credits can be utilized. Management judgement is exercised in assessing whether this is the case and estimates are
required to be made of the amount of future taxable profits that will be available.
Management do not assess there to be a significant risk of a material change to the group’s tax provisioning or recognition of deferred tax
assets within the next financial year, however the tax position remains inherently uncertain and therefore subject to change. To the extent that
actual outcomes differ from management’s estimates, income tax charges or credits, and changes in current and deferred tax assets or
liabilities, may arise in future periods. For more information see Note 9 and Note 33.
Judgement is also required when determining whether a particular tax is an income tax or another type of tax (for example a production tax).
Accounting for deferred tax is applied to income taxes as described above, but is not applied to other types of taxes; rather such taxes are
recognized in the income statement in accordance with the applicable accounting policy such as Provisions and contingencies. No new
significant judgements were made in 2019 in this regard.
Customs duties and sales taxes
Customs duties and sales taxes that are passed on or charged to customers are excluded from revenues and expenses. Assets and liabilities
are recognized net of the amount of customs duties or sales tax except:
• Customs duties or sales taxes incurred on the purchase of goods and services which are not recoverable from the taxation authority are
recognized as part of the cost of acquisition of the asset.
• Receivables and payables are stated with the amount of customs duty or sales tax included.
The net amount of sales tax recoverable from, or payable to, the taxation authority is included within receivables or payables in the balance
sheet.
Own equity instruments – treasury shares
The group’s holdings in its own equity instruments are shown as deductions from shareholders’ equity. Treasury shares represent BP shares
repurchased and available for specific and limited purposes. For accounting purposes, shares held in Employee Share Ownership Plans
(ESOPs) to meet the future requirements of the employee share-based payment plans are treated in the same manner as treasury shares and
are, therefore, included in the consolidated financial statements as treasury shares. The cost of treasury shares subsequently sold or reissued
is calculated on a weighted-average basis. Consideration, if any, received for the sale of such shares is also recognized in equity. No gain or
loss is recognized in the income statement on the purchase, sale, issue or cancellation of equity shares. Shares repurchased under the share
buy-back programme which are immediately cancelled are not shown as treasury shares, but are shown as a deduction from the profit and
loss account reserve in the group statement of changes in equity.

Revenue and other income
Revenue from contracts with customers is recognized when or as the group satisfies a performance obligation by transferring control of a
promised good or service to a customer. The transfer of control of oil, natural gas, natural gas liquids, LNG, petroleum and chemical products,
and other items usually coincides with title passing to the customer and the customer taking physical possession. The group principally
satisfies its performance obligations at a point in time; the amounts of revenue recognized relating to performance obligations satisfied over
time are not significant.
When, or as, a performance obligation is satisfied, the group recognizes as revenue the amount of the transaction price that is allocated to that
performance obligation. The transaction price is the amount of consideration to which the group expects to be entitled. The transaction price is
allocated to the performance obligations in the contract based on standalone selling prices of the goods or services promised.
Contracts for the sale of commodities are typically priced by reference to quoted prices. Revenue from term commodity contracts is
recognized based on the contractual pricing provisions for each delivery. Certain of these contracts have pricing terms based on prices at a
point in time after delivery has been made. Revenue from such contracts is initially recognized based on relevant prices at the time of delivery
and subsequently adjusted as appropriate. All revenue from these contracts, both that recognized at the time of delivery and that from post-
delivery price adjustments, is disclosed as revenue from contracts with customers.
Certain contracts entered into by the group that result in physical delivery of products such as crude oil, natural gas and refined products are
required by IFRS 9 to be accounted for as derivative financial instruments. The group's counterparties in these transactions may, however,
meet the IFRS 15 definition of a customer. Revenue recognized relating to such contracts when physical delivery occurs is, therefore,
measured at the contractual transaction price and presented together with revenue from contracts with customers. Changes in the fair value
of derivative assets and liabilities prior to physical delivery are excluded from revenue from contracts with customers and are classified as other
operating revenues. See also Impact of new International Financial Reporting Standards - Not yet adopted - IFRIC agenda decision on IFRS 9
'Financial instruments' below.
Where forward sale and purchase contracts for oil, natural gas or power have been determined to be for short-term trading purposes, the
associated sales and purchases are reported net within sales and other operating revenues whether or not physical delivery has occurred.
Physical exchanges with counterparties in the same line of business in order to facilitate sales to customers are reported net, as are sales and
purchases made with a common counterparty, as part of an arrangement similar to a physical exchange.
Where the group acts as agent on behalf of a third party to procure or market energy commodities, any associated fee income is recognized
but no purchase or sale is recorded.
Interest income is recognized as the interest accrues (using the effective interest rate, that is, the rate that exactly discounts estimated future
cash receipts through the expected life of the financial instrument to the net carrying amount of the financial asset).
Dividend income from investments is recognized when the shareholders’ right to receive the payment is established.
Contract asset and contract liability balances are included within amounts presented for trade receivables and other payables respectively.
Finance costs
Finance costs directly attributable to the acquisition, construction or production of qualifying assets, which are assets that necessarily take a
substantial period of time to get ready for their intended use, are added to the cost of those assets until such time as the assets are
substantially ready for their intended use. All other finance costs are recognized in the income statement in the period in which they are
incurred.
Impact of new International Financial Reporting Standards
BP adopted IFRS 16 ‘Leases’, which replaced IAS 17 ‘Leases’ and IFRIC 4 ‘Determining whether an arrangement contains a lease’, with effect
from 1 January 2019. There are no other new or amended standards or interpretations adopted during the year that have a significant impact on
the consolidated financial statements.
IFRS 16 ‘Leases’
IFRS 16 ‘Leases’ provides a new model for lessee accounting in which the majority of leases will be accounted for by the recognition on the
balance sheet of a right-of-use asset and a lease liability. The subsequent amortization of the right-of-use asset and the interest expense related
to the lease liability is recognized in profit or loss over the lease term.
BP elected to apply the modified retrospective transition approach in which the cumulative effect of initial application is recognized in opening
retained earnings at the date of initial application with no restatement of comparative periods’ financial information. Comparative information in
the group balance sheet and group cash flow statement has, however, been re-presented to align with current year presentation, showing
lease liabilities and lease liability payments as separate line items. These were previously included within finance debt and repayments of long-
term financing line items respectively. Amounts presented in these line items for the comparative periods relate to leases accounted for as
finance leases under IAS 17. We do not consider any of the judgements or estimates made on transition to IFRS 16 to be significant.
IFRS 16 introduces a revised definition of a lease. As permitted by the standard, BP elected not to reassess the existing population of leases
under the new definition and only applies the new definition for the assessment of contracts entered into after the transition date. On
transition the standard permitted, on a lease-by-lease basis, the right-of-use asset to be measured either at an amount equal to the lease
liability (as adjusted for prepaid or accrued lease payments), or on a historical basis as if the standard had always applied. BP elected to use the
historical asset measurement for its more material leases and used the asset equals liability approach for the remainder of the population. In
measuring the right-of-use asset BP applied the transition practical expedient to exclude initial direct costs. BP also elected to adjust the
carrying amounts of the right-of-use assets as at 1 January 2019 for onerous lease provisions that had been recognized on the group balance
sheet as at 31 December 2018, rather than performing impairment tests on transition.
The effect on the group’s balance sheet is set out further below. The presentation and timing of recognition of charges in the income
statement has changed following the adoption of IFRS 16. The operating lease expense previously reported under IAS 17, typically on a straight-
line basis, has been replaced by depreciation of the right-of-use asset and interest on the lease liability. In the cash flow statement payments
are now presented as financing cash flows, representing repayments of principal, and as operating cash flows, representing payments of
interest. Variable lease payments that do not depend on an index or rate are not included in the lease liability and will continue to be presented
as operating cash flows. In prior years, operating lease payments were principally presented within cash flows from operating activities.

The following table provides a reconciliation of the operating lease commitments as at 31 December 2018 to the total lease liability recognized
on the group balance sheet in accordance with IFRS 16 as at 1 January 2019, with explanations below.
$ million
Operating lease commitments at 31 December 2018 11,979
Leases not yet commenced (1,372)

Leases below materiality threshold (86)
Short-term leases (91)
Effect of discounting (1,512)
Impact on leases in joint operations 836
Variable lease payments (58)
Redetermination of lease term (252)
Other (22)
Total additional lease liabilities recognized on adoption of IFRS 16 9,422
Finance lease obligations at 31 December 2018 667
Adjustment for finance leases in joint operations (189)
Total lease liabilities at 1 January 2019 9,900
Leases not yet commenced: The operating lease commitments disclosed as at 31 December 2018 include amounts relating to leases entered
into by the group that had not yet commenced as at 31 December 2018. In accordance with IFRS 16 assets and liabilities will not be
recognized on the group balance sheet in relation to these leases until the dates of commencement of the leases. Commitments for leases
not yet commenced as at 31 December 2019 are disclosed in note 28.
Short-term leases and leases below materiality threshold: As part of the transition to IFRS 16, BP elected not to recognize assets and liabilities
relating to short-term leases i.e. leases with a term of less than 12 months and also applied a materiality threshold for the recognition of assets
and liabilities related to leases. The disclosed operating lease commitments as at 31 December 2018 include amounts related to such leases.
Effect of discounting: The amount of the lease liability recognized in accordance with IFRS 16 is on a discounted basis whereas the operating
lease commitments information as at 31 December 2018 is presented on an undiscounted basis. The discount rates used on transition were
incremental borrowing rates as appropriate for each lease based on factors such as the lessee legal entity, lease term and currency. The
weighted average discount rate used on transition was around 3.5%, with a weighted average remaining lease term of around nine years. For
new leases commencing after 1 January 2019 the discount rate used will be the interest rate implicit in the lease, if this is readily
determinable, or the incremental borrowing rate if the implicit rate cannot be readily determined.
Impact on leases in joint operations: The operating lease commitments for leases within joint operations as at 31 December 2018 were
included on the basis of BP’s net working interest, irrespective of whether BP is the operator and whether the lease has been co-signed by the
joint operators or not. However, for transition to IFRS 16, the facts and circumstances of each lease in a joint operation were assessed to
determine the group’s rights and obligations and to recognize assets and liabilities on the group balance sheet accordingly. This relates mainly
to leases of drilling rigs within joint operations in the Upstream segment. Where all parties to a joint operation jointly have the right to control
the use of the identified asset and all parties have a legal obligation to make lease payments to the lessor, the group’s share of the right-of-use
asset and its share of the lease liability will be recognized on the group balance sheet. This may arise in cases where the lease is signed by all
parties to the joint operation. However, in cases where BP is the only party with the legal obligation to make lease payments to the lessor, the
full lease liability will be recognized on the group balance sheet. This may be the case if for example BP, as operator of the joint operation, is the
sole signatory to the lease. If, however, the underlying asset is jointly controlled by all parties to the joint operation BP will recognize its net
share of the right-of-use asset on the group balance sheet along with a receivable representing the amounts to be recovered from the other
parties. If BP is not legally obliged to make lease payments to the lessor but jointly controls the asset, the net share of the right-of-use asset
will be recognized on the group balance sheet along with a payable representing amounts to be paid to the other parties.
Variable lease payments: Where there are lease payments that vary depending on an index or rate, the measurement of the operating lease
commitments as at 31 December 2018 was based on the variable factor as at inception of the lease and was not updated to reflect
subsequent changes in the variable factor. Such subsequent changes in the lease payments were treated as contingent rentals and charged to
profit or loss as and when paid. Under IFRS 16 the lease liability is adjusted whenever the lease payments are changed in response to changes
in the variable factor, and for transition the liability was measured on the basis of the prevailing variable factor on 1 January 2019.
Redetermination of lease term: Under the transition provisions of IFRS 16, the remaining terms of certain leases were redetermined with the
benefit of hindsight, on the basis that BP was reasonably certain to exercise its option to terminate those leases before the full term.
Under IAS 17 finance leases were recognized on the group balance sheet and continue to be recognized in accordance with IFRS 16. The
amounts recognized on the group balance sheet as at 1 January 2019 in relation to the right-of-use assets and liabilities for previous finance
leases within joint operations are on a net or gross basis as appropriate as described above.

In addition to the lease liability, other line items on the group balance sheet adjusted on transition to IFRS 16 include property, plant and
equipment for the right-of-use assets, lease related prepayments, receivables from joint operation partners, accruals, payables to operators of
joint operations, onerous lease provisions and deferred tax balances, as set out below.
$ million
Adjustment on
31 December 2018 1 January 2019 adoption of IFRS 16
Non-current assets
Property, plant and equipment 135,261 143,950 8,689
Trade and other receivables 1,834 2,159 325
Prepayments 1,179 849 (330)
Deferred tax assets 3,706 3,736 30
Current assets
Trade and other receivables 24,478 24,673 195
Prepayments 963 872 (91)
Current liabilities
Trade and other payables 46,265 46,209 (56)
Accruals 4,626 4,578 (48)
Lease liabilities 44 2,196 2,152
Finance debt 9,329 9,329 —
Provisions 2,564 2,547 (17)
Other payables 13,830 14,013 183
Accruals 575 548 (27)
Lease liabilities 623 7,704 7,081
Finance debt 55,803 55,803 —
Deferred tax liabilities 9,812 9,767 (45)
Provisions 17,732 17,657 (75)
Net assetsa 101,548 101,218 (330)
Equity
BP shareholders' equity 99,444 99,115 (329)
Non-controlling interests 2,104 2,103 (1)
101,548 101,218 (330)
a
Net assets also includes the line items not affected by the transition to IFRS 16 that are not presented separately in the table
The total adjustments to the group's lease liabilities at 1 January 2019 are reconciled as follows:
$ million
Total additional lease liabilities recognized on adoption of IFRS 16 9,422

Less: adjustment for finance leases in joint operations (189)
Total adjustment to lease liabilities 9,233
Of which – current 2,152
– non-current 7,081
Not yet adopted

The following pronouncements from the IASB have not been adopted by the group in these financial statements as they will only become
effective for future financial reporting periods. In addition, the group is voluntarily changing certain accounting policies from 1 January 2020
following an IFRIC agenda decision on IFRS 9 'Financial instruments'. There are no other standards, amendments or interpretations in issue
but not yet adopted that the directors anticipate will have a material effect on the reported income or net assets of the group.
IFRS 17 ' Insurance Contracts'
IFRS 17 'Insurance Contracts' provides a new general model for accounting for contracts where the issuer accepts significant insurance risk
from another party and agrees to compensate that party if a future uncertain event adversely affects them. IFRS 17 replaces IFRS 4 'Insurance
Contracts' and will be effective for BP for the financial reporting period commencing 1 January 2022 subject to endorsement by the UK and the
EU. BP has commenced an assessment of the impact of IFRS 17 but it is not expected to have a significant effect on future financial reporting.
Interest Rate Benchmark Reform: Amendments to IFRS 9 'Financial instruments'
Amendments to IFRS 9 were issued in September 2019 to provide temporary relief from applying specific hedge accounting requirements to
hedging relationships directly affected by interest rate benchmark reforms. The reliefs have the effect that the uncertainty over the interest rate
benchmark reforms should not generally result in discontinuation of hedge accounting. The amendments have been endorsed by the EU. BP
will adopt the IFRS 9 amendments in the financial reporting period commencing 1 January 2020.
The reliefs provided by the amendments would allow BP to assume that:
• the interest rate benchmark component at initial designation of fair value hedges is separately identifiable; and
• the interest rate benchmark is not altered for the purposes of assessing the economic relationship between the hedged item and the
hedging instrument for fair value hedges.
The amendments are applicable to all of the group's fair value hedges disclosed in note 30.

IFRIC agenda decision on IFRS 9
In March 2019, the IFRIC issued an agenda decision on the application of IFRS 9 to the physical settlement of contracts to buy or sell a non-
financial item such as commodities that are not accounted for as 'own-use' contracts. The IFRIC concluded that such contracts are settled by
the delivery or receipt of a non-financial item in exchange for both cash and the settlement of the derivative asset or liability. BP regularly
enters into forward sale and purchase contracts. As described in the group's accounting policy for revenue, revenue recognized at the time
such contracts are physically settled is measured at the contractual transaction price and is presented together with revenue from contracts
with customers in these financial statements. From 1 January 2020, however, the group has changed its accounting policy for these contracts
in accordance with the conclusions included in the agenda decision. Purchases and revenues from such contracts will be measured at the
contractual transaction price plus the carrying amount of the related derivative at the date of settlement. Furthermore, revenues on such sales
contracts will no longer be presented together with the group's revenue from contracts with customers but will be included in other revenues.
This change will have a significant effect on the group's disclosures in relation to revenue from contracts with customers. For 2019, it is
currently estimated that the amount of revenue measured at the contractual transaction price presented together with revenue from contracts
with customers in these financial statements that would be presented as other revenues following application of this change in accounting
policy is approximately $130 billion. Comparative information for revenue from contracts with customers (see Note 6) will be restated in BP's
2020 financial statements.
Gains and losses on these realized physically settled derivative contracts will also be included in other revenues. The group expects there to be
no material effect on reported profit as presented in the group income statement or on net assets as a result of these changes.
2. Non-current assets held for sale

The carrying amount of assets classified as held for sale at 31 December 2019 is $7,465 million, with associated liabilities of $1,393 million.
These principally relate to two material disposal transactions which have been classified as held for sale in the group balance sheet.
On 27 August 2019, BP announced that it had agreed to sell all its Alaska operations and interests to Hilcorp Energy for up to $5.6 billion,
subject to customary closing adjustments, of which $1.6 billion is contingent on future cash flows. The sale will include BP’s entire upstream
and midstream business in the state, including BP Exploration (Alaska) Inc., which owns all of BP’s upstream oil and gas interests in Alaska,
and BP Pipelines (Alaska) Inc.’s 49% interest in the Trans Alaska Pipeline System (TAPS). BP will retain decommissioning liability relating to
TAPS, which will be partially offset by a 30% cost reimbursement from Hilcorp. The deal, which is subject to governmental authorizations, is
expected to complete during 2020. Assets of $6,518 million and associated liabilities of $969 million relating to this transaction are classified as
held for sale at 31 December 2019.
In November 2019, BP agreed to sell its interests in the San Juan basin in Colorado and New Mexico to IKAV. The deal is expected to complete
during the first half of 2020. Assets and associated liabilities relating to this transaction are classified as held for sale at 31 December 2019.
The total assets and liabilities held for sale, which are all in the Upstream segment, are set out in the table below.
$ million
2019
Property, plant and equipment 6,359
Intangible assets 610
Investments in associates 43
Inventories 318
Trade and other receivables 135
Assets classified as held for sale 7,465
Trade and other payables (33)
Lease liabilities (280)
Provisions (1,012)
Defined benefit pension plan and other post-retirement benefit plan deficits (68)
Liabilities directly associated with assets classified as held for sale (1,393)

3. Business combinations and other significant transactions
Business combinations
As agreed as part of the original transaction, $3,480 million was paid in 2019 in respect of the 2018 acquisition of Petrohawk Energy
Corporation from BHP Billiton that is described below. Payments on this transaction are now complete. A number of other individually
insignificant business combinations were also undertaken by BP in 2019.
BP undertook a number of business combinations in 2018. For the full year, total consideration paid in cash amounted to $7,100 million, offset
by cash acquired of $114 million.
On 31 October 2018, BP acquired from BHP Billiton Petroleum (North America) Inc. 100% of the issued share capital of Petrohawk Energy
Corporation, a wholly-owned subsidiary of BHP that holds a portfolio of unconventional onshore US oil and gas assets.
The acquisition brings BP extensive oil and gas production and resources in the liquids-rich regions of the Permian and Eagle Ford basins in
Texas and in the Haynesville gas basin in Texas and Louisiana.
The total consideration for the transaction, after customary closing adjustments and the effect of discounting deferred payments, was $10,302
million, which was all paid in cash.
The transaction was accounted for as a business combination using the acquisition method. The fair values of the identifiable assets and
liabilities acquired, as at the date of acquisition, are shown in the table below. No goodwill was recognized on the acquisition and no significant
adjustments were made to the provisional fair values of the identifiable assets and liabilities acquired when those values were finalized.
$ million
2018
Assets
Property, plant and equipment 10,845
Intangible assets 21
Inventories 27
Trade and other receivables 493
Cash 104
Liabilities
Trade and other payables (659)
Provisions (323)
Non-controlling interest (206)
Total consideration 10,302
An analysis of the cash flows relating to the acquisition included within the cash flow statement for 2018 is provided below.
$ million
2018
Transaction costs of the acquisition (included in cash flows from operating activities) 62
Interest on deferred payments (included in cash flows from operating activities) 21
Cash consideration paid, net of cash acquired (included in cash flows from investing activities) 6,684
Total net cash outflow for the acquisition 6,767
From the date of acquisition to 31 December 2018, the acquired activities generated revenues of $472 million and profit before tax of $49
million. If the business combination had taken place on 1 January 2018, it is estimated that the acquired activities would have generated
revenues of $2,798 million and profit before tax of $431 million.
In addition to the BHP transaction described above, BP undertook a number of other individually insignificant business combinations in 2018.
Other significant transactions
On 18 December 2018, BP purchased an additional 16.5% interest in the Clair field in the North Sea, as part of the agreements with
ConocoPhillips in which ConocoPhillips simultaneously purchased BP's entire 39.2% interest in the Greater Kuparuk Area on the North Slope
of Alaska. The purchase gives BP a 45.1% interest in Clair in total. Gross payments made and received of $1,739 million and $1,490 million are
included in Capital expenditure and Proceeds from disposals of businesses, net of cash acquired, respectively, in the group cash flow
statement for 2018. Goodwill of $804 million, resulting from the recognition of a deferred tax liability as part of the transaction accounting, was
recognized on the purchase of the interest in the Clair field.

4. Disposals and impairment
The following amounts were recognized in the income statement in respect of disposals and impairments.
$ million
2019 2018 2017
Gains on sale of businesses and fixed assets
Upstream 143 437 526
Downstream 50 15 674
Other businesses and corporate — 4 10
193 456 1,210
$ million
2019 2018 2017
Losses on sale of businesses and fixed assets
Upstream 415 707 127
Downstream 57 59 88
Other businesses and corporate 887 11 —
1,359 777 215
Impairment losses
Upstream 6,752 400 1,138
Downstream 65 12 69
Other businesses and corporate 30 254 32
6,847 666 1,239
Impairment reversals
Upstream (131) (580) (176)
Downstream — (2) (62)
Other businesses and corporate — (1) —
(131) (583) (238)
Impairment and losses on sale of businesses and fixed assets 8,075 860 1,216
Disposals
Disposal proceeds and principal gains and losses on disposals by segment are described below.
$ million
2019 2018 2017
Proceeds from disposals of fixed assets 500 940 2,936
Proceeds from disposals of businesses, net of cash disposed 1,701 1,911 478
2,201 2,851 3,414
By business
Upstream 2,048 2,145 1,183
Downstream 152 120 2,078
Other businesses and corporate 1 586 153
2,201 2,851 3,414
At 31 December 2019, deferred consideration relating to disposals amounted to $159 million receivable within one year (2018 $35 million and
2017 $259 million) and $125 million receivable after one year (2018 $304 million and 2017 $268 million). In addition, contingent consideration
receivable relating to disposals amounted to $598 million at 31 December 2019 (2018 $893 million and 2017 $237 million). These amounts of
contingent consideration are reported within Other investments on the group balance sheet - see Note 18 for further information.
Upstream
In 2019, losses included $191 million fair value movements in relation to contingent consideration arising from the prior period disposal of the
Bruce, Keith and Devenick assets and $171 million in relation to severance costs associated with the divestment of our Alaskan business.
In 2018, gains principally resulted from the disposal of interests in the Bruce, Keith and Rhum fields in the UK North Sea, from the disposal of
certain properties in the US, and from adjustments to disposals in prior periods. Losses included $335 million resulting from the disposal of our
interest in the Magnus field and associated assets in the UK North Sea, $221 million from the disposal of our interest in the Greater Kuparuk
Area in the US (see Note 3 for further information), and adjustments to disposals in prior periods.
In 2017, gains principally resulted from the disposal of a portion of our interest in the Perdido offshore hub in the US, and further gains
associated with disposals in the UK.
Downstream
In 2017, gains principally resulted from the disposal of our interest in the SECCO joint venture and the disposal of certain midstream assets in
Europe.

4. Disposals and impairment – continued
In 2019 losses on disposal of businesses and fixed assets were principally in respect of the reclassification of accumulated foreign exchange
losses from reserves to the income statement upon the contribution of our Brazilian biofuels business to a new 50:50 joint venture BP Bunge
Bioenergia.
In 2018 proceeds from disposals were principally in respect of life insurance policies in the US and wind farms within our US wind business.
Summarized financial information relating to the sale of businesses is shown in the table below.
The principal transaction categorized as a business disposal in 2019 was the sale of our interests in the Gulf of Suez oil concessions in Egypt.
The principal transaction categorized as a business disposal in 2018 was the disposal of our interest in the Greater Kuparuk Area in the US - see
Note 3 for further information.
The principal transaction categorized as a business disposal in 2017 was the disposal of our interest in the Forties Pipeline System in the North
Sea.
$ million
2019 2018 2017
Non-current assets 1,653 3,274 735
Current assets 507 173 57
Non-current liabilities (257) (250) (173)
Current liabilities (108) (97) (86)
Total carrying amount of net assets disposed 1,795 3,100 533
Recycling of foreign exchange on disposal 880 — —
Costs on disposal 190 3 3
2,865 3,103 536
Gains (losses) on sale of businesses (1,190) (221) 44
Total consideration 1,675 2,882 580
Non-cash consideration (938) (282) (216)
Consideration received (receivable)a 964 (689) 114
Proceeds from the sale of businesses, net of cash disposedb 1,701 1,911 478
a
$633 million relates to deposits received in advance of the disposal of our Alaska business and certain assets in our BPX business
b
Proceeds are stated net of cash and cash equivalents disposed of $30 million (2018 $15 million and 2017 $25 million).
Impairments
Impairment losses and impairment reversals in each segment are described below. For information on significant estimates and judgements
made in relation to impairments see Impairment of property, plant and equipment, intangibles and goodwill within Note 1. See also Note 12,
and Note 15 for further information on impairments by asset category.
Upstream
Impairment losses and reversals in all years relate primarily to producing and midstream assets.
The 2019 impairment losses of $6,752 million related to various assets, with the most significant charges arising in the US. Impairment losses
arose primarily as a result of the decision to dispose of certain assets, including $4,703 million in relation to completed and expected disposals
in BPX Energy and $1,264 million relating to the expected disposal of our Alaskan business; of these amounts $355 million primarily relates to
impairment of associated goodwill.
The 2018 impairment losses of $400 million related to a number of different assets, with the most significant charges arising in Australia and
the US. Impairment losses arose primarily as a result of changes to project activity, asset obsolescence and the decision to dispose of certain
assets. The 2018 impairment reversals of $580 million related to a number of different assets, with the most significant reversals arising in the
North Sea and Angola following a change to decommissioning cost estimates.
The 2017 impairment losses of $1,138 million related to a number of different assets, with the most significant charges arising in BPX Energy
(previously known as the US Lower 48 business) and the North Sea. Impairment losses within Upstream arose primarily as a result of changes
in reserves estimates and the decision to dispose of certain assets, including the Forties Pipeline System business.
The 2017 impairment reversals of $176 million related to a number of different assets, with the most significant reversals arising in the North
Sea.
Downstream
Impairment losses totalling $65 million, $12 million, and $69 million were recognized in 2019, 2018 and 2017 respectively.
Impairment losses totalling $30 million, $254 million, and $32 million were recognized in 2019, 2018 and 2017 respectively. The amount for
2018 is in respect of assets within our US wind business in advance of their disposal in December 2018.

5. Segmental analysis
The group’s organizational structure reflects the various activities in which BP is engaged. At 31 December 2019, BP had three reportable
segments: Upstream, Downstream and Rosneft.
Upstream’s activities include oil and natural gas exploration, field development and production; midstream transportation, storage and
processing; and the marketing and trading of natural gas, including liquefied natural gas (LNG), together with power and natural gas liquids
(NGLs).
Downstream’s activities include the refining, manufacturing, marketing, transportation, and supply and trading of crude oil, petroleum,
petrochemicals products and related services to wholesale and retail customers.
BP’s interest in Rosneft is accounted for using the equity method and is reported as a separate operating segment, reflecting the way in which
the investment is managed.
Other businesses and corporate comprises the biofuels and wind businesses, the group’s shipping and treasury functions, and corporate
activities worldwide.
The accounting policies of the operating segments are the same as the group’s accounting policies described in Note 1. However, IFRS
requires that the measure of profit or loss disclosed for each operating segment is the measure that is provided regularly to the chief operating
decision maker for the purposes of performance assessment and resource allocation. For BP, this measure of profit or loss is replacement cost
profit or loss before interest and tax which reflects the replacement cost of supplies by excluding from profit or loss inventory holding gains
and lossesa. Replacement cost profit or loss for the group is not a recognized measure under IFRS.
Sales between segments are made at prices that approximate market prices, taking into account the volumes involved. Segment revenues and
segment results include transactions between business segments. These transactions and any unrealized profits and losses are eliminated on
consolidation, unless unrealized losses provide evidence of an impairment of the asset transferred. Sales to external customers by region are
based on the location of the group subsidiary which made the sale. The UK region includes the UK-based international activities of
Downstream.
All surpluses and deficits recognized on the group balance sheet in respect of pension and other post-retirement benefit plans are allocated to
Other businesses and corporate. However, the periodic expense relating to these plans is allocated to the operating segments based upon the
business in which the employees work.
Certain financial information is provided separately for the US as this is an individually material country for BP, and for the UK as this is BP’s
country of domicile.
In February 2020, BP announced plans for a future reorganization of the group’s operating segments. The group’s current segmental reporting
structure is expected to remain in place throughout 2020 with any changes coming into effect from 1 January 2021.
a
Inventory holding gains and losses represent the difference between the cost of sales calculated using the replacement cost of inventory and the cost of sales calculated on the first-in first-
out (FIFO) method after adjusting for any changes in provisions where the net realizable value of the inventory is lower than its cost. Under the FIFO method, which we use for IFRS
reporting, the cost of inventory charged to the income statement is based on its historical cost of purchase or manufacture, rather than its replacement cost. In volatile energy markets, this
can have a significant distorting effect on reported income. The amounts disclosed represent the difference between the charge to the income statement for inventory on a FIFO basis (after
adjusting for any related movements in net realizable value provisions) and the charge that would have arisen based on the replacement cost of inventory. For this purpose, the replacement
cost of inventory is calculated using data from each operation’s production and manufacturing system, either on a monthly basis, or separately for each transaction where the system allows
this approach. The amounts disclosed are not separately reflected in the financial statements as a gain or loss. No adjustment is made in respect of the cost of inventories held as part of a
trading position and certain other temporary inventory positions.

5. Segmental analysis – continued
$ million
2019
Other Consolidation
businesses adjustment
and and Total
By business Upstream Downstream Rosneft corporate eliminations group
Segment revenues
Sales and other operating revenues 54,501 250,897 — 1,788 (28,789) 278,397
Less: sales and other operating revenues between
segments (27,034) (973) — (782) 28,789 —
Third party sales and other operating revenues 27,467 249,924 — 1,006 — 278,397
Earnings from joint ventures and associates – after
interest and tax 603 374 2,295 (15) — 3,257
Segment results
Replacement cost profit (loss) before interest and
taxation 4,917 6,502 2,316 (2,771) 75 11,039
Inventory holding gains (losses)a (8) 685 (10) — — 667
Profit (loss) before interest and taxation 4,909 7,187 2,306 (2,771) 75 11,706
Finance costs (3,489)

Net finance expense relating to pensions and other
post-retirement benefits (63)
Profit before taxation 8,154
Other income statement items
Depreciation, depletion and amortization
US 4,672 1,335 — 55 — 6,062
Non-US 9,560 1,586 — 572 — 11,718
Charges for provisions, net of write-back of unused
provisions, including change in discount rate 118 507 — 560 — 1,185
Segment assets
Investments in joint ventures and associates 12,196 3,609 12,927 1,593 — 30,325
Additions to non-current assetsb 16,254 4,014 — 2,345 — 22,613
a
See explanation of inventory holding gains and losses on page 177.
b
Includes additions to property, plant and equipment; goodwill; intangible assets; investments in joint ventures; and investments in associates.
$ million
2018
Other Consolidation
businesses and adjustment and Total
Segment revenues
segments (28,565) (574) — (871) 30,010 —
Third party sales and other operating revenues 27,834 270,115 — 807 — 298,756
interest and tax 951 589 2,283 (70) — 3,753
Segment results
taxation 14,328 6,940 2,221 (3,521) 211 20,179
Inventory holding gains (losses)a (6) (862) 67 — — (801)
Profit (loss) before interest and taxation 14,322 6,078 2,288 (3,521) 211 19,378

US 4,211 900 — 59 — 5,170
Non-US 8,907 1,177 — 203 — 10,287
provisions, including change in discount rate 355 834 — 1,557 — 2,746
Segment assets
Investments in joint ventures and associates 12,785 2,772 10,074 689 — 26,320
Additions to non-current assetsb c 24,266 3,609 — 477 — 28,352
a
b
Includes additions to property, plant and equipment; goodwill; intangible assets; investments in joint ventures; and investments in associates.
c
Amounts have been restated to include acquisitions

$ million
2017
Other Consolidation
businesses and adjustment and Total
Segment revenues
segments (24,179) (1,800) — (575) 26,554 —
Third party sales and other operating revenues 21,261 218,053 — 894 — 240,208
interest and tax 930 674 922 (19) — 2,507
Segment results
taxation 5,221 7,221 836 (4,445) (212) 8,621
Inventory holding gains (losses)a 8 758 87 — — 853
Profit (loss) before interest and taxation 5,229 7,979 923 (4,445) (212) 9,474

US 4,631 875 — 65 — 5,571
Non-US 8,637 1,141 — 235 — 10,013
provisions, including change in discount rate 220 304 — 2,902 — 3,426
a
$ million
2019
By geographical area US Non-US Total
Revenues
Third party sales and other operating revenuesa 89,334 189,063 278,397
Production and similar taxes 315 1,232 1,547
Non-current assets
Non-current assetsb c 57,757 133,398 191,155
a
Non-US region includes UK $63,194 million
b
Non-US region includes UK $22,881 million
c
Includes property, plant and equipment; goodwill; intangible assets; investments in joint ventures; investments in associates; and non-current prepayments.
$ million
2018
Revenues
Non-current assets
Non-current assetsb c 68,188 124,060 192,248
a
Non-US region includes UK $65,630 million.
b
c
Includes property, plant and equipment; goodwill; intangible assets; investments in joint ventures; investments in associates; and non-current prepayments.

$ million
2017
Revenues
a
6. Revenue from contracts with customers

The amounts shown in the table below are included in Sales and other operating revenues in the group income statement. An analysis of total
sales and other operating revenues by segment and region is provided in Note 5.
Revenue from contracts with customers, by product
$ million
2019 2018 2017
Crude oil 62,130 65,276 49,670
Oil products 180,528 195,466 159,821
Natural gas, LNG and NGLs 20,167 21,745 16,196
Non-oil products and other revenues from contracts with customers 13,254 13,768 12,538
Revenues from contracts with customers 276,079 296,255 238,225
The group’s sales to customers of crude oil and oil products were substantially all made by the Downstream segment. The group’s sales to
customers of natural gas, LNG and NGLs were made by the Upstream segment. A significant majority of the group’s sales of non-oil products
and other revenues from contracts with customers were made by the Downstream segment.
See Note 1 - impact of new International Financial Reporting Standards - Not yet adopted - IFRIC agenda decision on IFRS 9 'Financial
instruments' for further information on changes to the presentation of revenue from contracts with customers that will apply from 1 January
2020.
7. Income statement analysis

$ million
2019 2018 2017
Interest and other income
Interest income from
Financial assets measured at amortized cost 371 421 288
Financial assets measured at fair value through profit or loss 49 39 —
Other income 349 313 369
769 773 657
Currency exchange losses charged to the income statementa 37 368 83
Expenditure on research and development 364 429 391
Costs relating to the Gulf of Mexico oil spill (pre-interest and tax)b 319 714 2,687
Finance costs
Interest payable on lease liabilitiesc 379 51 56
Interest payable on other liabilities measured at amortized cost 2,410 2,147 1,662
Capitalized at 3.50% (2018 3.56% and 2017 2.25%)d (374) (419) (297)
Unwinding of discount on provisionse 505 210 150
Unwinding of discount on other payables measured at amortized cost 569 539 503
3,489 2,528 2,074
a
Excludes exchange gains and losses arising on financial instruments measured at fair value through profit or loss.
b
Included within production and manufacturing expenses.
c
Interest payable on lease liabilities in comparative periods relate to leases previously classified as finance leases under IAS 17.
d
Tax relief on capitalized interest is approximately $51 million (2018 $55 million and 2017 $64 million).
e
From 1 July 2018, the group changed its method of discounting and unwinding provisions from using real rates to using nominal rates.

8. Exploration for and evaluation of oil and natural gas resources
The following financial information represents the amounts included within the group totals relating to activity associated with the exploration
for and evaluation of oil and natural gas resources. All such activity is recorded within the Upstream segment.
For information on significant judgements made in relation to oil and natural gas accounting see Intangible assets in Note 1.
$ million
2019 2018 2017
Exploration and evaluation costs
Exploration expenditure written offa 631 1,085 1,603
Other exploration costs 333 360 477
Exploration expense for the year 964 1,445 2,080
Impairment losses 2 137 —
Intangible assets – exploration and appraisal expenditureb 14,091 15,989 17,026
Liabilities 73 60 82
Net assets 14,018 15,929 16,944
Cash used in operating activities 333 360 477
Cash used in investing activities 1,215 1,119 1,901
a
2018 includes $447 million in the deepwater Gulf of Mexico principally relating to licence expiries. 2017 included write-offs in Angola of $574 million in relation to licence relinquishment and
Egypt of $208 million following a determination that no commercial hydrocarbons had been found. 2017 also included a $145-million write-off in relation to the value ascribed to certain
licences in the deepwater Gulf of Mexico as part of the accounting for the acquisition of upstream assets from Devon Energy in 2011. For further information see Upstream – Exploration on
page 53.
b
2019 includes approximately $2.5 billion relating to Canadian oil sands. See Note 1 for further information.
The carrying amount, by location, of exploration and appraisal expenditure capitalized as intangible assets at 31 December 2019 is shown in the
table below.
Carrying amount Location
$1 - 2 billion Angola; Egypt; Middle East
$2 - 3 billion US - Gulf of Mexico; Canada; Brazil
9. Taxation
Tax on profit
$ million
2019 2018 2017
Current tax
Charge for the year 5,316 6,217 4,208
Adjustment in respect of prior yearsa (68) (221) 58
5,248 5,996 4,266
Deferred taxb
Origination and reversal of temporary differences in the current year (1,190) 907 (503)
Adjustment in respect of prior years (94) 242 (51)
(1,284) 1,149 (554)
Tax charge on profit 3,964 7,145 3,712
a
The adjustments in respect of prior years reflect the reassessment of the current tax balances for prior years in light of changes in facts and circumstances during the year.
b
Origination and reversal of temporary differences in the current year include the impact of tax rate changes on deferred tax balances. 2018 includes a credit of $121 million (2017 $859 million
charge) in respect of the reduction in the US federal corporate income tax rate from 35% to 21%, effective from 1 January 2018. The adjustments in respect of prior years reflect the
reassessment of deferred tax balances for prior periods in light of all other changes in facts and circumstances during the year.
In 2019, the total tax charge recognized within other comprehensive income was $227 million (2018 $714 million charge and 2017 $1,499
million charge), primarily comprising the deferred tax impact of the remeasurements of the net pension and other post-retirement benefit
liability or asset. See Note 32 for further information.
The total tax charge recognized directly in equity was $37 million (2018 $17 million charge and 2017 $263 million charge).
Reconciliation of the effective tax rate
The following table provides a reconciliation of the group weighted average statutory corporate income tax rate to the effective tax rate of the
group on profit before taxation.

9. Taxation – continued
$ million
2019 2018 2017
Tax charge on profit 3,964 7,145 3,712
Effective tax rate 49% 43% 52%
Tax rate computed at the weighted average statutory ratea 52 43 44

Increase (decrease) resulting from
Tax reported in equity-accounted entities (7) (5) (7)
Deferred tax not recognizedb (2) 1 6
Tax incentives for investment (3) (2) (6)
Foreign exchange 1 3 (4)
Items not deductible for tax purposes 4 1 5
Impact of US tax reformc — (1) 12
Otherb 4 3 2
Effective tax rate 49 43 52
a
Calculated based on the statutory corporate income tax rate applicable in the countries in which the group operates, weighted by the profits and losses before tax in the respective
countries.
b
A minor amendment has been made to 2017 and 2018 to align with current period presentation.
c
Relates to the deferred tax impact of the reduction in the US federal corporate income tax rate from 35% to 21%, effective from 1 January 2018.
Deferred tax
$ million
Analysis of movements during the year in the net deferred tax liability 2019 2018
At 31 December 6,106 3,513
Adjustment on adoption of IFRS 9a — (36)
Adjustment on adoption of IFRS 16b (75) —
At 1 January 6,031 3,477
Exchange adjustments 72 (68)
Charge (credit) for the year in the income statement (1,284) 1,149
Charge for the year in other comprehensive income 233 734
Charge for the year in equity 37 17
Acquisitions, disposals and other additionsc 101 797
At 31 December 5,190 6,106
a
2018 reflects the deferred tax impact of adjustments recorded by the group on adoption of IFRS 9. See BP Annual Report and Form 20-F 2018 - Financial statements - Note 1 for further
information.
b
2019 reflects the deferred tax impact of adjustments recorded by the group on adoption of IFRS 16. See Note 1 for further information.
c
2018 relates primarily to the purchase of an additional 16.5% interest in the Clair field. See Note 3 - Other significant transactions for further information.

9. Taxation – continued
The following table provides an analysis of deferred tax in the income statement and the balance sheet by category of temporary difference:
$ million
Income statementab Balance sheetab
2019 2018 2017 2019 2018
Deferred tax liability
Depreciation (1,436) (1,297) (3,971) 22,627 22,565
Pension plan surpluses (31) 65 (12) 2,290 1,956
Derivative financial instruments 29 (36) (27) 29 —
Other taxable temporary differences 159 (57) (64) 1,496 1,224
(1,279) (1,325) (4,074) 26,442 25,745
Deferred tax asset
Lease liabilities 264 8 (16) (1,380) (90)
Pension plan and other post-retirement benefit plan deficits 62 (6) 340 (1,367) (1,319)
Decommissioning, environmental and other provisions (472) 1,505 3,503 (7,579) (7,126)
Derivative financial instruments 63 (31) (47) (24) (95)
Tax credits (336) 123 1,476 (3,964) (3,626)
Loss carry forward 12 559 (964) (5,834) (5,900)
Other deductible temporary differences 402 316 (772) (1,104) (1,483)
(5) 2,474 3,520 (21,252) (19,639)
Net deferred tax charge (credit) and net deferred tax liabilityc (1,284) 1,149 (554) 5,190 6,106
Of which – deferred tax liabilities 9,750 9,812
– deferred tax assets 4,560 3,706
a
The 2017 and 2018 income statement and 2018 balance sheet are impacted by the reduction in US federal corporate income tax rate from 35% to 21%, effective from 1 January 2018.
b
The 2019 balance sheet is impacted by the adoption of IFRS 16 and minor amendments have been made to the balance sheet and income statement comparatives to align with current
period presentation.
c
Included within the net deferred tax liability is a deferred tax asset balance of $5,526 million (2018 $5,562 million) related to the Gulf of Mexico oil spill.
Of the $4,560 million of deferred tax assets recognised on the group balance sheet at 31 December 2019 (2018 $3,706 million), $2,421 million
(2018 $2,758 million) relates to entities that have suffered a loss in either the current or preceding period. This amount is supported by
forecasts that indicate sufficient future taxable profits will be available to utilize such assets. For 2019, $2,421 million relates to the US (2018
$1,563 million relates to the US and $1,108 million relates to India).
A summary of temporary differences, unused tax credits and unused tax losses for which deferred tax has not been recognized is shown in
the table below.
$ billion
At 31 December 2019 2018
Unused US state tax lossesa 2.3 6.6
Unused tax losses – other jurisdictionsb 3.5 4.3
Unused tax credits 25.4 22.5
of which – arising in the UKc 21.5 18.7
– arising in the USd 3.9 3.8
Deductible temporary differencese 40.4 37.3
Taxable temporary differences associated with investments in subsidiaries and equity-accounted entities 1.5 1.5
a
For 2019 these losses expire in the period 2020-2039 with applicable tax rates ranging from 3% to 12%.
b
The majority of the unused tax losses have no fixed expiry date.
c
The UK unused tax credits arise predominantly in overseas branches of UK entities based in jurisdictions with higher statutory corporate income tax rates than the UK. No deferred tax asset
has been recognized on these tax credits as they are unlikely to have value in the future; UK taxes on these overseas branches are largely mitigated by double tax relief in respect of
overseas tax. These tax credits have no fixed expiry date.
d
For 2019 the US unused tax credits expire in the period 2020-2029.
e
The majority comprises fixed asset temporary differences in the UK. Substantially all of the temporary differences have no expiry date.
$ million
Impact of previously unrecognized deferred tax or write-down of deferred tax assets on tax charge 2019 2018 2017
Current tax benefit relating to the utilization of previously unrecognized deferred tax assets 272 83 22
Deferred tax benefit arising from the reversal of a previous write-down of deferred tax assets 96 — —
Deferred tax benefit relating to the recognition of previously unrecognized deferred tax assets 364 112 436
Deferred tax expense arising from the write-down of a previously recognized deferred tax asset 73 169 78

10. Dividends
The quarterly dividend which is expected to be paid on 27 March 2020 in respect of the fourth quarter 2019 is 10.50 cents per ordinary share
($0.630 per American Depositary Share (ADS)). The corresponding amount in sterling was announced on 16 March 2020.
Pence per share Cents per share $ million
2019 2018 2017 2019 2018 2017 2019 2018 2017
Dividends announced and paid in cash
Preference shares 1 1 1
Ordinary shares
March 7.7380 7.1691 8.1587 10.25 10.00 10.00 1,435 1,828 1,303
June 8.0660 7.4435 7.7563 10.25 10.00 10.00 1,779 1,727 1,546
September 8.3480 7.9296 7.6213 10.25 10.25 10.00 1,656 1,409 1,676
December 7.8250 8.0251 7.4435 10.25 10.25 10.00 2,075 1,734 1,627
31.9770 30.5673 30.9798 41.00 40.50 40.00 6,946 6,699 6,153
Dividend announced, paid in March
2020 10.50 2,120
The details of the scrip dividends issued are shown in the table below. The board decided not to offer a scrip dividend alternative in respect of
the third quarter 2019 dividend paid in December 2019 and fourth quarter 2019 dividend expected to be paid on 27 March 2020.
2019 2018 2017
Number of shares issued (thousand) 208,927 195,305 289,789
Value of shares issued ($ million) 1,387 1,381 1,714
The financial statements for the year ended 31 December 2019 do not reflect the dividend announced on 4 February 2020 and paid in March
2020; this will be treated as an appropriation of profit in the year ending 31 December 2020.
11. Earnings per share

Cents per share
Per ordinary share 2019 2018 2017
Basic earnings per share 19.84 46.98 17.20
Diluted earnings per share 19.73 46.67 17.10
Dollars per share
Per American Depositary Share (ADS) 2019 2018 2017
Basic earnings per share 1.19 2.82 1.03
Diluted earnings per share 1.18 2.80 1.03
Basic earnings per ordinary share amounts are calculated by dividing the profit for the year attributable to BP ordinary shareholders by the
weighted average number of ordinary shares outstanding during the year.
The weighted average number of shares outstanding includes certain shares that will be issuable in the future under employee share-based
payment plans and excludes treasury shares, which includes shares held by the Employee Share Ownership Plan trusts (ESOPs).
For the diluted earnings per share calculation, the weighted average number of shares outstanding during the year is adjusted for the average
number of shares that are potentially issuable in connection with employee share-based payment plans. If the inclusion of potentially issuable
shares would decrease loss per share, the potentially issuable shares are excluded from the weighted average number of shares outstanding
used to calculate diluted earnings per share.
$ million
2019 2018 2017
Profit attributable to BP shareholders 4,026 9,383 3,389
Less: dividend requirements on preference shares 1 1 1
Profit for the year attributable to BP ordinary shareholders 4,025 9,382 3,388
Shares thousand
2019 2018 2017
Basic weighted average number of ordinary shares 20,284,859 19,970,215 19,692,613
Potential dilutive effect of ordinary shares issuable under employee share-based payment
plans 114,811 132,278 123,829
Weighted average number of ordinary shares outstanding used to calculate diluted
earnings per share 20,399,670 20,102,493 19,816,442
Shares thousand
2019 2018 2017
Basic weighted average number of ordinary shares – ADS equivalent 3,380,809 3,328,369 3,282,102
Potential dilutive effect of ordinary shares (ADS equivalent) issuable under employee
share-based payment plans 19,136 22,046 20,638
Weighted average number of ordinary shares (ADS equivalent) outstanding used to
calculate diluted earnings per share 3,399,945 3,350,415 3,302,740

11. Earnings per share – continued
The number of ordinary shares outstanding at 31 December 2019, excluding treasury shares, and including certain shares that will be issuable
in the future under employee share-based payment plans was 20,241,170,965. Between 31 December 2019 and 27 February 2020, the latest
practicable date before the completion of these financial statements, there was a net decrease of 46,527,851 in the number of ordinary shares
outstanding primarily as a result of share issues in relation to employee share-based payment plans. A further 120 million of shares have also
been repurchased in January 2020 as part of the share buyback programme at a total cost of $776 million.
Employee share-based payment plans
The group operates share and share option plans for directors and certain employees to obtain ordinary shares and ADSs in the company.
Information on these plans for directors is shown in the Directors remuneration report on pages 100-127.
The following table shows the number of shares potentially issuable under equity-settled employee share option plans, including the number of
options outstanding, the number of options exercisable at the end of each year, and the corresponding weighted average exercise prices. The
dilutive effect of these plans at 31 December is also shown.
Share options 2019 2018
Number of optionsab Weighted average Number of optionsab Weighted average
thousand exercise price $ thousand exercise price $
Outstanding 17,112 4.91 19,437 4.28
Exercisable 1,067 3.97 481 4.69
Dilutive effect 3,990 n/a 6,123 n/a
a
Numbers of options shown are ordinary share equivalents (one ADS is equivalent to six ordinary shares).
b
At 31 December 2019 the quoted market price of one BP ordinary share was £4.72 (2018 £4.96).
In addition, the group operates a number of equity-settled employee share plans under which share units are granted to the group’s senior
leaders and certain other employees. These plans typically have a three-year performance or restricted period during which the units accrue net
notional dividends which are treated as having been reinvested. Leaving employment will normally preclude the conversion of units into
shares, but special arrangements apply for participants that leave for qualifying reasons. The number of shares that are expected to vest each
year under employee share plans are shown in the table below. The dilutive effect of the employee share plans at 31 December is also shown.
Share plans 2019 2018
Number of sharesa Number of sharesa
Vesting thousand thousand
Within one year 91,105 108,934

1 to 2 years 89,939 106,337
2 to 3 years 80,844 71,407
3 to 4 years 725 588
Over 4 years 576 799
263,189 288,065
Dilutive effect 92,343 127,165
a
Numbers of shares shown are ordinary share equivalents (one ADS is equivalent to six ordinary shares).
There has been a net decrease of 37,497,364 in the number of potential ordinary shares relating to employee share-based payment plans
between 31 December 2019 and 27 February 2020.

12. Property, plant and equipment
$ million
Plant, Fittings, Oil depots,
machinery fixtures and storage tanks
Land and land Oil and gas and office and service
improvements Buildings propertiesa equipment equipment Transportationb stations Total
Cost - owned property, plant and

equipment (PP&E)
At 1 January 2019 3,562 1,502 232,684 45,721 2,747 10,183 8,866 305,265
Exchange adjustments (22) 5 — (158) 15 (3) (69) (232)
Additions 88 93 13,237 2,433 172 274 644 16,941
Acquisitions 51 — — — — — 8 59
Transfers from intangible assets — — 1,885 — — — — 1,885
Reclassified as assets held for sale (26) — (22,602) — (76) (6,708) — (29,412)
Deletions (44) (178) (10,852) (1,272) (326) (272) (755) (13,699)
At 31 December 2019 3,609 1,422 214,352 46,724 2,532 3,474 8,694 280,807
Depreciation - owned PP&E
At 1 January 2019 626 697 133,687 20,512 2,041 7,819 5,146 170,528
Exchange adjustments (4) 5 — (63) 12 (3) (45) (98)
Charge for the year 44 59 13,012 1,705 168 173 420 15,581
Impairment losses 1 1 5,871 64 1 404 4 6,346
Impairment reversals — — (129) — — (2) — (131)
Reclassified as assets held for sale — — (17,764) — (69) (5,478) — (23,311)
Deletions (86) (65) (9,911) (691) (147) (169) (660) (11,729)
At 31 December 2019 581 697 124,766 21,527 2,006 2,744 4,865 157,186
Owned PP&E - net book amount at

31 December 2019 3,028 725 89,586 25,197 526 730 3,829 123,621
Right-of-use assets - net book
amount at 31 December 2019c — 1,196 128 1,241 16 3,385 3,055 9,021
Total PP&E - net book amount at 31
December 2019 3,028 1,921 89,714 26,438 542 4,115 6,884 132,642
Cost
At 1 January 2018 3,474 1,573 226,054 46,662 2,853 10,774 8,748 300,138
Exchange adjustments (168) (58) — (892) (73) (43) (501) (1,735)
Additions 233 40 9,712 2,323 204 (112) 736 13,136
Acquisitions 163 4 10,882 9 1 2 36 11,097
Remeasurementsb — — 17 — — — — 17
Transfers from intangible assets — — 901 — — — — 901
Deletions (140) (45) (14,699) (1,810) (238) (128) (146) (17,206)
At 31 December 2018 3,562 1,514 232,867 46,292 2,747 10,493 8,873 306,348
Depreciation
At 1 January 2018 683 818 133,326 20,996 2,136 7,523 5,185 170,667
Exchange adjustments (25) (24) — (460) (52) (27) (279) (867)
Charge for the year 92 52 12,342 1,820 189 252 384 15,131
Impairment losses 2 — 86 253 — 178 2 521
Impairment reversals — — (564) (1) — (17) — (582)
Deletions (126) (139) (11,333) (1,733) (232) (75) (145) (13,783)
At 31 December 2018 626 707 133,857 20,875 2,041 7,834 5,147 171,087
Net book amount at 31 December
2018 2,936 807 99,010 25,417 706 2,659 3,726 135,261
Assets held under finance leases at net book

amount included aboved
At 31 December 2018 — 2 12 207 — 295 6 522
Assets under construction included above
At 31 December 2019 23,897
At 31 December 2018 22,522
Depreciation charge for the year on right-of-use
assets
2019 220 31 671 9 784 526 2,241
a
For information on significant estimates and judgements made in relation to the estimation of oil and natural reserves see Property, plant and equipment within Note 1.
b
Includes adjustments to decommissioning provisions; see Note 1 for further information.
c
$653 million of drilling rig right-of-use assets and $2,929 million of shipping vessel right-of-use assets are included in Plant, machinery and equipment and Transportation respectively.
d
Leases previously classified as finance leases are included within right-of-use assets following the implementation of IFRS 16 ‘Leases’; see Note 1 for further information. The reconciliation
of owned property, plant and equipment for 2019 does not include right-of-use assets and, therefore, the cost and depreciation at 1 January 2019 is not equal to the cost and depreciation of
total property, plant and equipment at 31 December 2018. The relevant amounts excluded are cost of $1,083 million and depreciation of $559 million relating to leases previously classified as
finance leases.

13. Capital commitments
Authorized future capital expenditure for property, plant and equipment (excluding right-of-use assets) by group companies for which contracts
had been signed at 31 December 2019 amounted to $11,382 million (2018 $8,319 million, 2017 $11,340 million). BP has contracted capital
commitments amounting to $787 million (2018 $1,227 million, 2017 $1,451 million) in relation to associates. BP’s share of contracted capital
commitments of joint ventures amounted to $1,024 million (2018 $619 million, 2017 $483 million).
14. Goodwill and impairment review of goodwill

$ million
2019 2018
Cost
At 1 January 12,815 12,163
Exchange adjustments 79 (210)
Acquisitions and other additionsa 26 1,046
Deletions (55) (184)
At 31 December 12,865 12,815
Impairment losses
At 1 January 611 612
Exchange adjustments — —
Impairment losses for the year 386 —
Deletions — (1)
Net book amount at 31 December 11,868 12,204
Net book amount at 1 January 12,204 11,551
a
2018 principally relates to the purchase of an additional 16.5% share in the Clair field in the North Sea. See Note 3 - Other significant transactions for further information.
Impairment review of goodwill
Goodwill at 31 December 2019 2018

Upstream 7,958 8,346
Downstream 3,904 3,802
Other businesses and corporate 6 56
11,868 12,204
Goodwill acquired through business combinations has been allocated to groups of cash-generating units that are expected to benefit from the
synergies of the acquisition. For Upstream, goodwill is allocated to all oil and gas assets in aggregate at the segment level. For Downstream,
goodwill has been allocated to Lubricants and Other.
For information on significant estimates and judgements made in relation to impairments see Impairment of property, plant and equipment,
intangible assets and goodwill in Note 1.
Upstream
2019 2018
Goodwill 7,958 8,346
Excess of recoverable amount over carrying amount 93,250 53,391
The table above shows the carrying amount of goodwill for the segment and the excess of the recoverable amount, based on a pre-tax value-
in-use calculation, over the carrying amount (headroom) at the date of the test. The increase in headroom principally arises from acquisitions
(including the acquisition from BHP), new activity and discount rate changes, net of highly probable and completed divestments and price
assumption changes.
Goodwill impairments of $386 million, related to goodwill allocated to expected divestments, were recognized during 2019 (2018 nil).
The value in use is based on the cash flows expected to be generated by the projected oil or natural gas production profiles up to the expected
dates of cessation of production of each producing field, based on current estimates of reserves and resources, appropriately risked.
Midstream and supply and trading activities and equity-accounted entities are generally not included in the impairment review of goodwill,
because they are not part of the grouping of cash-generating units to which the goodwill relates and which is used to monitor the goodwill for
internal management purposes. Where such activities form part of a wider Upstream cash-generating unit, they are reflected in the test. As the
production profile and related cash flows can be estimated from BP’s past experience, management believes that the cash flows generated
over the estimated life of field is the appropriate basis upon which to assess goodwill and individual assets for impairment. The estimated date
of cessation of production depends on the interaction of a number of variables, such as the recoverable quantities of hydrocarbons, the
production profile of the hydrocarbons, the cost of the development of the infrastructure necessary to recover the hydrocarbons, production
costs, the contractual duration of the production concession and the selling price of the hydrocarbons produced. As each producing field has
specific reservoir characteristics and economic circumstances, the cash flows of the fields are computed using appropriate individual economic
models and key assumptions agreed by BP management. Capital expenditure, operating costs and expected hydrocarbon production profiles
are derived from the business segment plan adjusted for assumptions reflecting the price environment at the time that the test was
performed. Estimated production volumes and cash flows up to the date of cessation of production on a field-by-field basis are consistent with
this. The production profiles used are consistent with the reserve and resource volumes approved as part of BP’s centrally controlled process
for the estimation of proved and probable reserves and total resources.

14. Goodwill and impairment review of goodwill – continued
The most recent review for impairment was carried out in the fourth quarter. The key assumptions used in the value-in-use calculation are oil
and natural gas prices, production volumes and the discount rate. Oil and gas price assumptions and discount rate assumptions used were as
disclosed in Note 1. The value-in-use calculation has been prepared solely for the purposes of determining whether the goodwill balance was
impaired. Estimated future cash flows were prepared on the basis of certain assumptions prevailing at the time of the test. The actual
outcomes may differ from the assumptions made. For example, reserves and resources estimates and production forecasts are subject to
revision as further technical information becomes available and economic conditions change. Due to economic developments, regulatory
change and emissions reduction activity arising from climate concern and other factors, future commodity prices and other assumptions may
differ from the forecasts used in the calculations.
Sensitivities to different variables have been estimated using certain simplifying assumptions. For example, lower oil and gas price sensitivities
do not fully reflect the specific impacts for each contractual arrangement and will not capture all favourable impacts that may arise from cost
deflation. A detailed calculation at any given price or production profile may, therefore, produce a different result.
It is estimated that no reasonable sustained fall in the oil or gas price assumption over the next 20 years would individually cause the
recoverable amount to be equal to the carrying amount of goodwill and related net non-current assets of the segment.
Estimated production volumes are based on detailed data for each field and take into account development plans agreed by management as
part of the long-term planning process. The average production for the purposes of goodwill impairment testing over the next 15 years is 829
mmboe per year (2018 829 mmboe per year). It is estimated that no reasonably possible change in production volumes would cause the
recoverable amount to be equal to the carrying amount of goodwill and related net non-current assets of the segment.
It is estimated that no reasonably possible change in the pre-tax discount rate would cause the recoverable amount to be equal to the carrying
amount of goodwill and related net non-current assets of the segment. The weighted average discount rate used in the test is 12%.
Downstream
$ million
2019 2018
Lubricants Other Total Lubricants Other Total
Goodwill 2,779 1,125 3,904 2,692 1,110 3,802
Cash flows for each cash-generating unit are derived from the business segment plans, which cover a period of up to five years. To determine
the value in use for each of the cash-generating units, cash flows for a period of 10 years are discounted and aggregated with a terminal value.
Lubricants
As permitted by IAS 36, the detailed calculations of Lubricants’ recoverable amount performed in the most recent detailed calculation in 2018
was used as the basis for the tests in 2019 as the criteria of IAS 36 were considered satisfied: the headroom was substantial in 2018; there
have been no significant changes in the assets and liabilities; and the likelihood that the recoverable amount would be less than the carrying
amount is remote.
The key assumptions to which the calculation of value in use for the Lubricants unit is most sensitive are operating unit margins, sales
volumes, and discount rate. Operating margin and sales volumes assumptions used in the detailed impairment review of goodwill calculation
are consistent with the assumptions used in the Lubricants unit’s business plan and values assigned to these key assumptions reflect past
experience. No reasonably possible change in any of these key assumptions would cause the unit’s carrying amount to exceed its recoverable
amount. Cash flows beyond the plan period are extrapolated using a nominal 2.8% growth rate.
15. Intangible assets

$ million
2019 2018
Exploration Exploration and
and appraisal Other appraisal Other
expenditurea intangibles Total expenditurea intangibles Total
Cost
At 1 January 17,053 4,504 21,557 17,886 4,488 22,374
Exchange adjustments — 2 2 — (128) (128)
Acquisitions — 35 35 — 25 25
Additions 1,268 457 1,725 1,095 318 1,413
Transfers to property, plant and equipment (1,885) — (1,885) (901) — (901)
Reclassified as assets held for sale (671) — (671) — — —
Deletions (459) (98) (557) (1,027) (199) (1,226)
At 31 December 15,306 4,900 20,206 17,053 4,504 21,557
Amortization
At 1 January 1,064 3,209 4,273 860 3,159 4,019
Exchange adjustments — 4 4 — (77) (77)
Charge for the year 631 331 962 1,085 326 1,411
Impairment losses 2 2 4 137 — 137
Reclassified as assets held for sale (61) — (61) — — —
Deletions (421) (94) (515) (1,018) (199) (1,217)
At 31 December 1,215 3,452 4,667 1,064 3,209 4,273
Net book amount at 31 December 14,091 1,448 15,539 15,989 1,295 17,284
Net book amount at 1 January 15,989 1,295 17,284 17,026 1,329 18,355
a
For further information see Intangible assets within Note 1 and Note 8.

16. Investments in joint ventures
The following table provides aggregated summarized financial information relating to the group’s share of joint ventures. In December 2019, BP
and Bunge both contributed their Brazilian biofuels and biopower businesses into a new joint venture, BP Bunge Bioenergia. BP owns 50% of
the new entity.
$ million
2019 2018 2017
Sales and other operating revenues 14,139 13,258 11,380
Profit before interest and taxation 975 1,396 1,394
Finance costs 111 85 100
Profit before taxation 864 1,311 1,294
Taxation 288 414 117
Profit for the year 576 897 1,177
Other comprehensive income (6) 6 8
Total comprehensive income 570 903 1,185
Non-current assets 13,408 10,399
Current assets 3,738 2,935
Total assets 17,146 13,334
Current liabilities 2,514 1,715
Non-current liabilities 4,676 3,017
Net assets 9,956 8,602
Group investment in joint ventures
Group share of net assets (as above) 9,956 8,602
Loans made by group companies to joint ventures 35 45
9,991 8,647
Transactions between the group and its joint ventures are summarized below.
$ million
Sales to joint ventures 2019 2018 2017
Amount Amount Amount
receivable at receivable at receivable at
Product Sales 31 December Sales 31 December Sales 31 December
LNG, crude oil and oil products, natural gas 4,884 431 4,603 251 3,578 352
$ million
Purchases from joint ventures 2019 2018 2017
payable at payable at payable at
Product Purchases 31 December Purchases 31 December Purchases 31 December
LNG, crude oil and oil products, natural gas, refinery

operating costs, plant processing fees 1,812 225 1,336 300 1,257 176
The terms of the outstanding balances receivable from joint ventures are typically 30 to 45 days. The balances are unsecured and will be
settled in cash. There are no significant provisions for doubtful debts relating to these balances and no significant expense recognized in the
income statement in respect of bad or doubtful debts. Dividends receivable are not included in the table above.
17. Investments in associates

The following table provides aggregated summarized financial information for the group’s associates as it relates to the amounts recognized in
the group income statement and on the group balance sheet.
$ million
Income statement Balance sheet
Earnings from associates Investments in
- after interest and tax associates
2019 2018 2017 2019 2018
Rosneft 2,295 2,283 922 12,927 10,074
Other associates 386 573 408 7,407 7,599
2,681 2,856 1,330 20,334 17,673
The associate that is material to the group at both 31 December 2019 and 2018 is Rosneft.
BP owns 19.75% of the voting shares of Rosneft which are listed on the MICEX stock exchange in Moscow and its global depository receipts
are listed on the London Stock Exchange. The Russian federal government, through its investment company JSC Rosneftegaz, owned 50.0%
plus one share of the voting shares of Rosneft at 31 December 2019.
BP classifies its investment in Rosneft as an associate because, in management’s judgement, BP has significant influence over Rosneft; see
Interests in other entities within Note 1 for further information. The group’s investment in Rosneft is a foreign operation whose functional
currency is the Russian rouble. The increase in the group's equity-accounted investment balance for Rosneft at 31 December 2019 compared
with 31 December 2018 principally relates to earnings from Rosneft and foreign exchange effects, which have been recognized in other
comprehensive income, offset by dividends.

17. Investments in associates – continued
The value of BP’s 19.75% shareholding in Rosneft based on the quoted market share price of $7.21 per share (2018 $6.18 per share) was
$15,090 million at 31 December 2019 (2018 $12,934 million).
The following table provides summarized financial information relating to Rosneft. This information is presented on a 100% basis and reflects
adjustments made by BP to Rosneft’s own results in applying the equity method of accounting. BP adjusts Rosneft’s results for the accounting
required under IFRS relating to BP’s purchase of its interest in Rosneft and the amortization of the deferred gain relating to the disposal of BP’s
interest in TNK-BP. These adjustments have increased the reported profit for 2019, as shown in the table below, compared with the amounts
reported in Rosneft's IFRS financial statements. In particular, in 2018 these adjustments resulted in BP reporting a lower amount relating to
impairment charges of downstream goodwill than the equivalent amounts reported by Rosneft.
$ million
Gross amount
2019 2018 2017
Sales and other operating revenues 134,046 131,322 103,028
Profit before interest and taxation 17,473 18,886 9,949
Finance costs 1,281 2,785 2,228
Taxation 3,058 2,957 1,742
Non-controlling interests 1,514 1,585 1,311
Other comprehensive income 572 2,086 2,810
Total comprehensive income 12,192 13,645 7,478
Non-current assets 161,327 137,038
Current assets 38,657 43,438
Total assets 199,984 180,476
Current liabilities 44,459 41,311
Non-current liabilities 79,327 78,754
Net assets 76,198 60,411
Less: non-controlling interests 10,744 9,403
65,454 51,008
The group received dividends, net of withholding tax, of $785 million from Rosneft in 2019 (2018 $620 million and 2017 $314 million).
Summarized financial information for the group’s share of associates is shown below.
$ million
BP share
2019 2018 2017
Rosnefta Other Total Rosnefta Other Total Rosnefta Other Total
Sales and other operating revenues 26,474 7,934 34,408 25,936 9,134 35,070 20,348 7,600 27,948
Profit before interest and taxation 3,451 788 4,239 3,730 1,150 4,880 1,965 626 2,591
Finance costs 253 87 340 550 78 628 440 54 494
Profit before taxation 3,198 701 3,899 3,180 1,072 4,252 1,525 572 2,097
Taxation 604 315 919 584 499 1,083 344 164 508
Non-controlling interests 299 — 299 313 — 313 259 — 259
Profit for the year 2,295 386 2,681 2,283 573 2,856 922 408 1,330
Other comprehensive income 113 (25) 88 412 (1) 411 555 1 556
Total comprehensive income 2,408 361 2,769 2,695 572 3,267 1,477 409 1,886
Non-current assets 31,862 11,504 43,366 27,065 10,787 37,852
Current assets 7,635 1,924 9,559 8,579 2,398 10,977
Total assets 39,497 13,428 52,925 35,644 13,185 48,829
Current liabilities 8,781 1,908 10,689 8,159 2,232 10,391
Non-current liabilities 15,667 4,577 20,244 15,554 3,817 19,371
Total liabilities 24,448 6,485 30,933 23,713 6,049 29,762
Net assets 15,049 6,943 21,992 11,931 7,136 19,067
Less: non-controlling interests 2,122 — 2,122 1,857 — 1,857
12,927 6,943 19,870 10,074 7,136 17,210
Group investment in associates
Group share of net assets (as above) 12,927 6,943 19,870 10,074 7,136 17,210
Loans made by group companies to
associates — 464 464 — 463 463
12,927 7,407 20,334 10,074 7,599 17,673
a
From 1 October 2014, Rosneft adopted hedge accounting in relation to a portion of highly probable future export revenue denominated in US dollars over a five-year period. Foreign exchange
gains and losses arising on the retranslation of borrowings denominated in currencies other than the Russian rouble and designated as hedging instruments are recognized initially in other
comprehensive income, and are reclassified to the income statement as the hedged revenue is recognized.

17. Investments in associates – continued
Transactions between the group and its associates are summarized below.
$ million
Sales to associates 2019 2018 2017
receivable at receivable at receivable at
Product Sales 31 December Sales 31 December Sales 31 December
LNG, crude oil and oil products, natural gas 1,544 243 2,064 393 1,612 216
$ million
Purchases from associates 2019 2018 2017
payable at payable at payable at
Product Purchases 31 December Purchases 31 December Purchases 31 December
Crude oil and oil products, natural gas, transportation

tariff 9,503 1,641 14,112 2,069 11,613 1,681
In addition to the transactions shown in the table above, in 2018 BP acquired a 49% stake in LLC Kharampurneftegaz, a Rosneft subsidiary,
which develops resources within the Kharampurskoe and Festivalnoye licence areas in Yamalo-Nenets in northern Russia. BP’s interest in LLC
Kharampurneftegaz is accounted for as an associate.
The terms of the outstanding balances receivable from associates are typically 30 to 45 days. The balances are unsecured and will be settled in
cash. There are no significant provisions for doubtful debts relating to these balances and no significant expense recognized in the income
statement in respect of bad or doubtful debts. Dividends receivable are not included in the table above.
The majority of purchases from associates relate to crude oil and oil products transactions with Rosneft. Sales to associates are related to
various entities.
BP has commitments amounting to $11,198 million (2018 $11,303 million), primarily in relation to contracts with its associates for the purchase
of transportation capacity. For information on capital commitments in relation to associates see Note 13.
18. Other investments

$ million
2019 2018
Current Non-current Current Non-current
Equity investmentsa — 571 1 482
Other 169 705 221 859
169 1,276 222 1,341
a
The majority of equity investments are unlisted.
Other investments includes $598 million relating to contingent consideration amounts arising on disposals (2018 $893 million) which are
financial assets classified as measured at fair value through profit or loss. The fair value is determined using an estimate of discounted future
cash flows that are expected to be received and is considered a level 3 valuation under the fair value hierarchy. Future cash flows are estimated
based on inputs including oil and natural gas prices, production volumes and operating costs related to the disposed operations. The discount
rate used is based on a risk-free rate adjusted for asset-specific risks.
19. Inventories
$ million
2019 2018
Crude oil 5,610 4,878
Natural gas 222 322
Refined petroleum and petrochemical products 12,907 10,419
18,739 15,619
Trading inventories 182 282
18,921 15,901
Supplies 1,959 2,087
20,880 17,988
Cost of inventories expensed in the income statement 209,672 229,878
The inventory valuation at 31 December 2019 is stated net of a provision of $650 million (2018 $1,009 million) to write down inventories to their
net realizable value, of which $290 million (2018 $604 million) relates to hydrocarbon inventories. The net credit to the income statement in the
year in respect of inventory net realizable value provisions was $348 million (2018 $552 million charge), of which $309 million credit (2018 $553
million charge) related to hydrocarbon inventories.
Trading inventories are valued using quoted benchmark prices adjusted as appropriate for location and quality differentials. They are
predominantly categorized within level 2 of the fair value hierarchy.

20. Trade and other receivables
$ million
2019 2018
Financial assets
Trade receivables 19,424 22 19,414 7
Amounts receivable from joint ventures and associates 672 2 642 2
Other receivables 3,325 826 3,275 740
23,421 850 23,331 749
Non-financial assets
Gulf of Mexico oil spill trust fund reimbursement asset 201 — 214 —
Sales taxes and production taxes 640 538 790 482
Other receivables 180 759 143 603
1,021 1,297 1,147 1,085
24,442 2,147 24,478 1,834
In both 2019 and 2018 the group entered into non-recourse arrangements to discount certain receivables in support of supply and trading
activities and the management of credit risk.
Trade and other receivables are predominantly non-interest bearing. See Note 29 for further information.
21. Valuation and qualifying accounts

$ million
2019 2018 2017
Trade and Trade and Trade and
other Fixed asset other Fixed asset other Fixed asset
receivables investments receivables investments receivables investments
At 1 January – IAS 39 416 235 335 314 392 335

Adjustment on adoption of IFRS 9 — — 115 (85) — —
At 1 January – IFRS 9 416 235 450 229 392 335
Charged to costs and expenses 206 28 30 10 68 47
Charged to other accountsa (2) — (12) (1) 13 3
Deductions (111) (14) (52) (3) (138) (71)
At 31 December 509 249 416 235 335 314
a
Principally exchange adjustments.
Valuation and qualifying accounts relating to trade and other receivables comprise expected credit loss allowances in 2019 and 2018 and
impairment provisions recognized on an incurred loss basis in 2017. The adjustment on adoption of IFRS 9 relates to the additional loss
allowance required by IFRS 9's expected credit loss model. The expected credit loss allowance comprises $414 million (2018 $327 million)
relating to receivables that were credit-impaired at the end of the year and $95 million (2018 $89 million) relating to receivables that were not
credit-impaired at the end of the year. There were no significant changes to the gross carrying amounts of trade and other receivables during
the year that affected the estimation of the loss allowance at 31 December 2019.
Valuation and qualifying accounts relating to fixed asset investments comprise impairment provisions for investments in equity-accounted
entities in 2019 and 2018. This includes expected credit loss allowances of $2 million (2018 $44 million) relating to loans that form part of the
net investment in equity-accounted entities. The adjustment on adoption of IFRS 9 primarily relates to amounts provided against investments in
equity instruments that were held at cost less impairment losses under IAS 39 but that are classified as measured at fair value through profit
or loss under IFRS 9.
In addition to the amounts presented above, expected loss allowances on cash and cash equivalents classified as measured at amortized cost
totalled $11 million (2018 $11 million). For further information on the group's credit risk management policies and how the group recognizes
and measures expected losses see Note 29.
Valuation and qualifying accounts are deducted in the balance sheet from the assets to which they apply.

22. Trade and other payables
$ million
2019 2018
Trade payables 30,538 — 26,252 —
Amounts payable to joint ventures and associates 1,866 — 2,369 —
Payables for capital expenditure and acquisitionsa 3,868 1,196 7,325 1,345
Payables related to the Gulf of Mexico oil spill 1,617 10,863 2,279 11,922
Other payables 5,810 133 4,980 318
43,699 12,192 43,205 13,585
Non-financial liabilities
Sales taxes, customs duties, production taxes and social security 2,381 33 2,272 35
Other payables 749 401 788 210
3,130 434 3,060 245
46,829 12,626 46,265 13,830
a
2018 includes $3,514 million deferred consideration relating to the acquisition of Petrohawk Energy Corporation from BHP Billiton Petroleum (North America) Inc. See Note 3 for further
information.
Materially all of BP's trade payables have payment terms in the range of 30 to 60 days and give rise to operating cash flows.
Trade and other payables, other than those relating to the Gulf of Mexico oil spill, are predominantly interest free. See Note 29 (c) for further
information.
Payables related to the Gulf of Mexico oil spill include amounts payable under the 2016 consent decree and settlement agreement with the
United States and five Gulf coast states, including amounts payable for natural resource damages, state claims and Clean Water Act penalties.
On a discounted basis the amounts included in other payables for these elements of the agreements are $5,166 million payable over 13 years,
$2,742 million payable over 14 years and $3,782 million payable over 13 years respectively at 31 December 2019. Reported within net cash
provided by operating activities in the group cash flow statement is a net cash outflow of $2,694 million (2018 outflow of $3,531 million, 2017
outflow of $5,336 million) related to the Gulf of Mexico oil spill, which includes payments made in relation to these agreements. For 2018 and
2017 payments under the 2012 agreement with the US government to resolve all federal criminal claims arising from the incident are also
included. For full details of these agreements, see BP Annual Report and Form 20-F 2015.
Payables related to the Gulf of Mexico oil spill at 31 December 2019 also include amounts payable for settled economic loss and property
damage claims which are payable over a period of up to eight years.
23. Provisions
$ million
Litigation and
Decommissioning Environmental claims Other Total
At 1 January 2019a 13,613 1,567 1,718 3,306 20,204

Exchange adjustments 74 (1) — (19) 54
Acquisitions 13 — 47 22 82
Increase (decrease) in existing provisions 1,045 272 290 960 2,567
Write-back of unused provisions (22) (43) (15) (361) (441)
Unwinding of discount 415 45 28 17 505
Change in discount rate 1,360 40 31 11 1,442
Utilization (9) (252) (674) (665) (1,600)
Reclassified to other payables (187) — (139) (328) (654)
Reclassified as liabilities directly associated with assets held
for sale (1,004) (8) — — (1,012)
Deletions (188) — (5) (3) (196)
At 31 December 2019 15,110 1,620 1,281 2,940 20,951
Of which – current 317 280 558 1,298 2,453
– non-current 14,793 1,340 723 1,642 18,498
Of which – Gulf of Mexico oil spill — — 189 — 189
a
Includes adjustment of $92 million for the implementation of IFRS 16. See Note 1 for further information.
The decommissioning provision comprises the future cost of decommissioning oil and natural gas wells, facilities and related pipelines. The
environmental provision includes provisions for costs related to the control, abatement, clean-up or elimination of environmental pollution
relating to soil, groundwater, surface water and sediment contamination. The litigation and claims category includes provisions for matters
related to, for example, commercial disputes, product liability, and allegations of exposures of third parties to toxic substances. Included within
the other category at 31 December 2019 are provisions for deferred employee compensation of $311 million (2018 $338 million).
For information on significant estimates and judgements made in relation to provisions, see Provisions and contingencies within Note 1.

23. Provisions – continued
Gulf of Mexico oil spill
The group has recognized certain assets, payables and provisions and incurs certain residual costs relating to the Gulf of Mexico oil spill that
occurred in 2010. In addition to the Litigation and claims narrative provided in this note, for further information see Notes 7, 9, 20, 22, 29, 33
and Legal proceedings on pages 319-320.
Litigation and claims - PSC settlements
The Economic and Property Damages Settlement Agreement (EPD Settlement Agreement) with the Plaintiff's Steering Committee (PSC)
provides for a court-supervised settlement programme ,the DHCSSP, which commenced operation on 4 June 2012. A separate claims
administrator was appointed to pay medical claims and to implement other aspects of the Medical Benefits Class Action Settlement. For
further information on the PSC settlements, see Legal proceedings on page 319.
The litigation and claims provision reflects the latest estimate for the remaining costs associated with the PSC settlements. These costs relate
predominantly to business economic loss (BEL) claims and associated administration costs. Only a very small number of claims remained to be
determined by the end of 2019 however certain BEL claims determined by the DHCSSP have been and continue to be appealed by BP and/or
the claimants. Claims under appeal will ultimately only be resolved once the full judicial appeals process has been concluded, including appeals
to the Federal District Court and Fifth Circuit, as may be the case, or when settlements are reached with individual claimants. Depending upon
the ultimate resolution of these claims, the amounts payable may differ from those currently provided. Payments to resolve outstanding claims
under the PSC settlements are expected to be made over the next couple of years. The timing of payments, however, is uncertain, and, in
particular, will be impacted by how long it takes to resolve claims that have been appealed and may be appealed in the future.
24. Pensions and other post-retirement benefits

Most group companies have pension plans, the forms and benefits of which vary with conditions and practices in the countries concerned.
Pension benefits may be provided through defined contribution plans (money purchase schemes) or defined benefit plans (final salary and
other types of schemes with committed pension benefit payments). For defined contribution plans, retirement benefits are determined by the
value of funds arising from contributions paid in respect of each employee. For defined benefit plans, retirement benefits are based on such
factors as an employee’s pensionable salary and length of service. Defined benefit plans may be funded or unfunded. The assets of funded
plans are generally held in separately administered trusts.
For information on significant estimates and judgements made in relation to accounting for these plans see Pensions and other post-retirement
benefits in Note 1.
The primary pension arrangement in the UK is a funded final salary pension plan under which retired employees draw the majority of their
benefit as an annuity. This pension plan is governed by a corporate trustee whose board is composed of four member-nominated directors, four
company-nominated directors, an independent director and an independent chairman nominated by the company. The trustee board is required
by law to act in the best interests of the plan participants and is responsible for setting certain policies, such as investment policies of the plan.
The UK plan is closed to new joiners but remains open to ongoing accrual for current members. New joiners in the UK are eligible for
membership of a defined contribution plan.
In the US, all pension benefits now accrue under a cash balance formula. Benefits previously accrued under final salary formulas are legally
protected. Retiring US employees typically take their pension benefit in the form of a lump sum payment upon retirement. The plan is funded
and its assets are overseen by a fiduciary Investment Committee. During 2019 the committee was composed of six BP employees appointed
by the president of BP Corporation North America Inc. (the appointing officer). A seventh BP employee was added to the committee on 1
January 2020. The Investment Committee is required by law to act in the best interests of the plan participants and is responsible for setting
certain policies, such as the investment policies of the plan. US employees are also eligible to participate in a defined contribution (401k) plan in
which employee contributions are matched with company contributions. In the US, group companies also provide post-retirement healthcare
to retired employees and their dependants (and, in certain cases, life insurance coverage); the entitlement to these benefits is usually based on
the employee remaining in service until a specified age and completion of a minimum period of service.
In the Eurozone, there are defined benefit pension plans in Germany, France, the Netherlands and other countries. In Germany and France, the
majority of the pensions are unfunded, in line with market practice. In Germany, the group’s largest Eurozone plan, employees receive a
pension and also have a choice to supplement their core pension through salary sacrifice. For employees who joined since 2002, the core
pension benefit is a career average plan with retirement benefits based on such factors as an employee’s pensionable salary and length of
service. The returns on the notional contributions made by both the company and employees are based on the interest rate which is set out in
German tax law. Retired German employees take their pension benefit typically in the form of an annuity. The German plans are governed by
legal agreements between BP and the works council or between BP and the trade union.
The level of contributions to funded defined benefit plans is the amount needed to provide adequate funds to meet pension obligations as they
fall due. During 2019 the aggregate level of contributions was $349 million (2018 $610 million and 2017 $637 million). The aggregate level of
contributions in 2020 is expected to be approximately $550 million, and includes contributions in all countries that we expect to be required to
make contributions by law or under contractual agreements, as well as an allowance for discretionary funding.
For the primary UK plan there is a funding agreement between the group and the trustee. On an annual basis the latest funding position is
reviewed and a schedule of contributions is agreed covering the next five years. Contractually committed funding amounted to $1,276 million
at 31 December 2019, all of which relates to future service. This amount is included in the group’s committed cash flows relating to pensions
and other post-retirement benefit plans as set out in the table of contractual obligations on page 302.
The surplus relating to the primary UK pension plan is recognized on the balance sheet on the basis that the company is entitled to a refund of
any remaining assets once all members have left the plan.
Pension contributions in the US are determined by legislation and are supplemented by discretionary contributions. No contributions were
made into the primary US pension plan in 2019 and no statutory funding requirement is expected in the next 12 months.
The surplus relating to the primary US fund is recognized on the balance sheet on the basis that economic benefit can be gained from the
surplus through a reduction in future contributions.
There was no minimum funding requirement for the US plan, and no significant minimum funding requirements in other countries at
31 December 2019.

24. Pensions and other post-retirement benefits – continued
The obligation and cost of providing pensions and other post-retirement benefits is assessed annually using the projected unit credit method.
The date of the most recent actuarial review was 31 December 2019. The UK plans are subject to a formal actuarial valuation every three years;
valuations are required more frequently in many other countries. The most recent formal actuarial valuation of the UK pension plans was as at
31 December 2017. A valuation of the US plan and largest Eurozone plans are carried out annually.
The material financial assumptions used to estimate the benefit obligations of the various plans are set out below. The assumptions are
reviewed by management at the end of each year, and are used to evaluate the accrued benefit obligation at 31 December and pension
expense for the following year.
%
Financial assumptions used to determine benefit UK US Eurozone
obligation 2019 2018 2017 2019 2018 2017 2019 2018 2017
Discount rate for plan liabilities 2.1 2.9 2.5 3.1 4.1 3.5 1.3 2.0 1.9
Rate of increase in salaries 3.4 3.8 4.1 3.9 3.9 4.1 3.1 3.1 3.0
Rate of increase for pensions in
payment 2.7 3.0 2.9 — — — 1.5 1.5 1.4
Rate of increase in deferred pensions 2.7 3.0 2.9 — — — 0.5 0.5 0.6
Inflation for plan liabilities 2.7 3.1 3.1 1.5 1.5 1.7 1.7 1.7 1.6
%
Financial assumptions used to determine benefit UK US Eurozone

expense 2019 2018 2017 2019 2018 2017 2019 2018 2017
Discount rate for plan service cost 3.0 2.6 2.7 4.2 3.6 4.1 2.5 2.4 2.1
Discount rate for plan other finance
expense 2.9 2.5 2.7 4.1 3.5 3.9 2.0 1.9 1.7
Inflation for plan service cost 3.1 3.1 3.2 1.5 1.7 1.8 1.7 1.6 1.6
The discount rate assumptions are based on third-party AA corporate bond indices and for our largest plans in the UK, US and the Eurozone we
use yields that reflect the maturity profile of the expected benefit payments. The inflation rate assumptions for our UK and US plans are based
on the difference between the yields on index-linked and fixed-interest long-term government bonds. In other countries, including the
Eurozone, we use this approach, or advice from the local actuary depending on the information available. The inflation assumptions are used to
determine the rate of increase for pensions in payment and the rate of increase in deferred pensions where there is such an increase.
The assumptions for the rate of increase in salaries are based on the inflation assumption plus an allowance for expected long-term real salary
growth. These include an allowance for promotion-related salary growth, of up to 0.8% depending on country.
In addition to the financial assumptions, we regularly review the demographic and mortality assumptions. The mortality assumptions reflect
best practice in the countries in which we provide pensions, and have been chosen with regard to applicable published tables adjusted where
appropriate to reflect the experience of the group and an extrapolation of past longevity improvements into the future. BP’s most substantial
pension liabilities are in the UK, the US and the Eurozone where our mortality assumptions are as follows:
Years
Mortality assumptions UK US Eurozone
2019 2018 2017 2019 2018 2017 2019 2018 2017
Life expectancy at age 60 for a male
currently aged 60 27.3 27.4 27.4 24.9 25.1 25.1 25.7 25.6 25.1
Life expectancy at age 60 for a male
currently aged 40 28.9 28.9 29.0 26.7 26.9 26.8 28.3 28.1 27.6
Life expectancy at age 60 for a female
currently aged 60 28.7 28.8 28.8 28.0 28.5 28.4 29.1 29.0 29.0
Life expectancy at age 60 for a female
currently aged 40 30.5 30.6 30.5 29.7 30.1 30.0 31.2 31.2 31.4
Pension plan assets are generally held in trusts, the primary objective of which is to accumulate assets sufficient to meet the obligations of the
plans. The assets of the trusts are invested in a manner consistent with fiduciary obligations and principles that reflect current practices in
portfolio management.
A significant proportion of the assets are held in equities, which are expected to generate a higher level of return over the long term, with an
acceptable level of risk. In order to provide reasonable assurance that no single security or type of security has an unwarranted impact on the
total portfolio, the investment portfolios are highly diversified.
The trustee’s long-term investment objective for the primary UK plan as it matures is to invest in assets whose value changes in the same way
as the plan liabilities, in order to reduce the level of funding risk. To move towards this objective, the UK plan uses a liability driven investment
(LDI) approach for part of the portfolio, investing primarily in government bonds to achieve this matching effect for the most significant plan
liability assumptions of interest rate and inflation rate. This is partly funded by short-term sale and repurchase agreements, whereby the plan
borrows money using existing bonds as security and which will be bought back at a specified price at an agreed future date. The funds raised
are used to invest in further bonds to increase the proportion of assets which match the plan liabilities. The borrowings are shown separately in
the analysis of pension plan assets in the table below.
For the primary UK pension plan there is an agreement with the trustee to increase the proportion of assets with liability matching
characteristics over time primarily by reducing the proportion of plan assets held as equities and increasing the proportion held as bonds. There
is a similar agreement in place for the primary US plan. During 2019, the UK and the US plans switched 2% and nil of plan assets respectively
from equities to bonds (2018 12.5% and 10% respectively).

The current asset allocation policy for the major plans at 31 December 2019 was as follows:
UK US
Asset category % %
Total equity (including private equity) 28 40
Bonds/cash (including LDI) 65 60
Property/real estate 7 —
The amounts invested under the LDI programme by the primary UK pension plan as at 31 December 2019 were $4,804 million (2018 $4,197
million) of government-issued nominal bonds and $19,462 million (2018 $17,491 million) of index-linked bonds.
Some of the group’s pension plans in the Eurozone and other countries use derivative financial instruments as part of their asset mix to
manage the level of risk. The fair value of these instruments are included in other assets in the table below. The UK and US plans do not use
derivative financial instruments.
The group’s main pension plans do not invest directly in either securities or property/real estate of the company or of any subsidiary.
The fair values of the various categories of assets held by the defined benefit plans at 31 December are presented in the table below, including
the effects of derivative financial instruments. Movements in the fair value of plan assets during the year are shown in detail in the table on
page 197.
$ million
UKa USb Eurozone Other Total
Fair value of pension plan assets
At 31 December 2019
Listed equities – developed markets 6,285 1,290 495 371 8,441
– emerging markets 1,096 124 61 64 1,345
Private equityc 2,675 1,474 — 3 4,152
Government issued nominal bondsd 4,884 2,100 959 572 8,515
Government issued index-linked bondsd 19,462 — 100 — 19,562
Corporate bondsd 6,132 2,304 569 256 9,261
Propertye 2,507 — 96 27 2,630
Cash 426 289 33 93 841
Other 98 74 30 26 228
Debt (repurchase agreements) used to fund liability driven investments (7,436) — — — (7,436)
36,129 7,655 2,343 1,412 47,539
At 31 December 2018
– emerging markets 950 63 65 56 1,134
Private equityc 2,792 1,495 — 4 4,291
Propertye 2,311 6 57 25 2,399
Cash 376 73 42 83 574
Other 116 64 32 40 252
32,085 7,195 2,112 1,290 42,682
At 31 December 2017
– emerging markets 2,220 220 83 53 2,576
Private equityc 2,679 1,461 — — 4,140
Propertye 2,211 6 71 30 2,318
Cash 390 80 21 98 589
Other 104 53 23 45 225
35,091 7,779 2,224 1,419 46,513
a
Bonds held by the UK pension plans are denominated in sterling. Property held by the UK pension plans is in the United Kingdom.
b
Bonds held by the US pension plans are denominated in US dollars.
c
Private equity is valued at fair value based on the most recent transaction price or third-party net asset, revenue or earnings based valuations that generally result in the use of significant
unobservable inputs.
d
Bonds held by pension plans are valued using quoted prices in active markets.
e
Properties are valued based on an analysis of recent market transactions supported by market knowledge derived from third-party professional valuers that generally result in the use of
significant unobservable inputs.

$ million
2019
UK US Eurozone Other Total
Analysis of the amount charged to profit or loss

Current service costa 227 263 81 38 609
Past service costb 2 — 5 (1) 6
Settlementb — (13) 8 — (5)
Operating charge relating to defined benefit plans 229 250 94 37 610
Payments to defined contribution plans 42 188 7 38 275
Total operating charge 271 438 101 75 885
Interest income on plan assetsa (909) (285) (43) (46) (1,283)
Interest on plan liabilities 757 387 133 69 1,346
Other finance (income) expense (152) 102 90 23 63
Analysis of the amount recognized in other comprehensive income
Actual asset return less interest income on plan assets 2,945 1,079 220 97 4,341
Change in financial assumptions underlying the present value of the plan liabilities (2,294) (1,036) (748) (92) (4,170)
Change in demographic assumptions underlying the present value of the plan liabilities 136 91 3 (4) 226
Experience gains and losses arising on the plan liabilities (57) (22) 6 4 (69)
Remeasurements recognized in other comprehensive income 730 112 (519) 5 328
Movements in benefit obligation during the year
Benefit obligation at 1 January 26,830 9,696 6,906 1,686 45,118
Exchange adjustments 942 — (142) 26 826
Interest cost 757 387 133 69 1,346
Contributions by plan participantsc 20 — 2 6 28
Benefit payments (funded plans)d (1,207) (830) (76) (75) (2,188)
Benefit payments (unfunded plans)d (6) (205) (273) (15) (499)
Reclassified as assets held for sale — (146) — — (146)
Disposals — — (30) — (30)
Remeasurements 2,215 967 739 92 4,013
Benefit obligation at 31 Decembera e 29,780 10,119 7,353 1,826 49,078
Movements in fair value of plan assets during the year
Fair value of plan assets at 1 January 32,085 7,195 2,112 1,290 42,682
Exchange adjustments 1,141 — (43) 24 1,122
Interest income on plan assetsa f 909 285 43 46 1,283
Contributions by employers (funded plans) 236 4 85 24 349
Reclassified as assets held for sale — (78) — — (78)
Remeasurementsf 2,945 1,079 220 97 4,341
Fair value of plan assets at 31 Decemberg 36,129 7,655 2,343 1,412 47,539
Surplus (deficit) at 31 December 6,349 (2,464) (5,010) (414) (1,539)
Represented by
Asset recognized 6,588 387 27 51 7,053
Liability recognized (239) (2,851) (5,037) (465) (8,592)
6,349 (2,464) (5,010) (414) (1,539)
The surplus (deficit) may be analysed between funded and unfunded plans as follows
Funded 6,588 387 (136) (87) 6,752
Unfunded (239) (2,851) (4,874) (327) (8,291)
6,349 (2,464) (5,010) (414) (1,539)
The defined benefit obligation may be analysed between funded and unfunded plans as
follows
Funded (29,541) (7,268) (2,479) (1,499) (40,787)
Unfunded (239) (2,851) (4,874) (327) (8,291)
(29,780) (10,119) (7,353) (1,826) (49,078)
a
The costs of managing plan investments are offset against the investment return, the costs of administering pension plan benefits are generally included in current service cost and the
costs of administering other post-retirement benefit plans are included in the benefit obligation.
b
Past service costs and settlements in the Eurozone have arisen from restructuring programmes and represent charges for special termination benefits reflecting the increased liability arising
as a result of early retirements. Settlements in the US are the result of a buy-out transaction for the pensions of a group of low value annuitants.
c
Most of the contributions made by plan participants into UK pension plans were made under salary sacrifice.
d
The benefit payments amount shown above comprises $2,304 million benefits and $346 million settlements, plus $37 million of plan expenses incurred in the administration of the benefit.
e
The benefit obligation for the US is made up of $7,789 million for pension liabilities and $2,330 million for other post-retirement benefit liabilities (which are unfunded and are primarily retiree
medical liabilities). The benefit obligation for the Eurozone includes $4,567 million for pension liabilities in Germany which is largely unfunded.
f
The actual return on plan assets is made up of the sum of the interest income on plan assets and the remeasurement of plan assets as disclosed above.
g
The fair value of plan assets includes borrowings related to the LDI programme as described on page 196.

$ million
2018
Past service costb 15 — 9 4 28
Settlementb — — 17 — 17
Total operating charge 348 477 115 87 1,027
Actual asset return less interest income on plan assets (722) (256) (69) (36) (1,083)
Change in financial assumptions underlying the present value of the plan liabilities 1,770 945 14 65 2,794
Change in demographic assumptions underlying the present value of the plan liabilities 123 (9) (42) 7 79
Experience gains and losses arising on the plan liabilities 520 41 (43) 9 527
Remeasurements recognized in other comprehensive income 1,691 721 (140) 45 2,317
Benefit obligation at 1 January 31,513 10,820 7,275 1,873 51,481
Exchange adjustments (1,589) — (303) (113) (2,005)
Interest cost 774 369 136 67 1,346
Benefit payments (unfunded plans)d (6) (218) (301) (17) (542)
Disposals — — — (14) (14)
Remeasurements (2,413) (977) 71 (81) (3,400)
Benefit obligation at 31 Decembera e 26,830 9,696 6,906 1,686 45,118
Fair value of plan assets at 1 January 35,091 7,779 2,224 1,419 46,513
Exchange adjustments (1,883) — (93) (73) (2,049)
Interest income on plan assetsa f 868 262 44 45 1,219
Contributions by employers (funded plans) 490 7 88 25 610
Disposals — — — (14) (14)
Remeasurementsf (722) (256) (69) (36) (1,083)
Fair value of plan assets at 31 Decemberg 32,085 7,195 2,112 1,290 42,682
Surplus (deficit) at 31 December 5,255 (2,501) (4,794) (396) (2,436)
Represented by
Asset recognized 5,473 418 29 35 5,955
Liability recognized (218) (2,919) (4,823) (431) (8,391)
5,255 (2,501) (4,794) (396) (2,436)
The surplus (deficit) may be analysed between funded and unfunded plans as follows
Funded 5,473 396 (152) (97) 5,620
Unfunded (218) (2,897) (4,642) (299) (8,056)
5,255 (2,501) (4,794) (396) (2,436)
The defined benefit obligation may be analysed between funded and unfunded plans as
follows
Funded (26,612) (6,799) (2,264) (1,387) (37,062)
Unfunded (218) (2,897) (4,642) (299) (8,056)
(26,830) (9,696) (6,906) (1,686) (45,118)
a
The costs of managing plan investments are offset against the investment return, the costs of administering pension plan benefits are generally included in current service cost and the
costs of administering other post-retirement benefit plans are included in the benefit obligation.
b
Past service costs and settlements have arisen from restructuring programmes and represent charges for special termination benefits representing the increased liability arising as a result
of early retirements mostly in the UK and Eurozone.
c
Most of the contributions made by plan participants into UK pension plans were made under salary sacrifice.
d
The benefit payments amount shown above comprises $3,046 million benefits and $2 million settlements, plus $38 million of plan expenses incurred in the administration of the benefit.
e
The benefit obligation for the US is made up of $7,290 million for pension liabilities and $2,406 million for other post-retirement benefit liabilities (which are unfunded and are primarily retiree
medical liabilities). The benefit obligation for the Eurozone includes $4,328 million for pension liabilities in Germany which is largely unfunded.
f
g

$ million
2017
Past service costb 12 — 5 (1) 16
Settlement — — 13 — 13
Total operating charge 400 483 110 83 1,076
Actual asset return less interest income on plan assets 2,396 826 30 43 3,295
Change in financial assumptions underlying the present value of the plan liabilities (236) (514) 336 (47) (461)
Change in demographic assumptions underlying the present value of the plan liabilities 734 72 — (23) 783
Experience gains and losses arising on the plan liabilities 91 (40) (36) 14 29
Remeasurements recognized in other comprehensive income 2,985 344 330 (13) 3,646
a
The costs of managing plan investments are offset against the investment return, the costs of administering pension plan benefits are generally included in current service cost and the costs
of administering other post-retirement benefit plans are included in the benefit obligation.
b
Past service costs have arisen from restructuring programmes and represent a combination of credits as a result of the curtailment in the pension arrangements of a number of employees
mostly in the US and charges for special termination benefits representing the increased liability arising as a result of early retirements mostly in the UK and Eurozone.
Sensitivity analysis
The discount rate, inflation, salary growth and the mortality assumptions all have a significant effect on the amounts reported. A one-
percentage point change, in isolation, in certain assumptions as at 31 December 2019 for the group’s pensions and other post-retirement
benefit expense would have had the effects shown in the tables below. The effects shown for the expense in 2020 comprise the total of
current service cost and net finance income or expense.
$ million
One percentage point
UK US Eurozone
Increase Decrease Increase Decrease Increase Decrease
Discount ratea
Effect on expense in 2020 (274) 227 (66) 58 (1) (11)
Effect on obligation at 31 December 2019 (4,729) 6,364 (1,191) 1,478 (1,060) 1,347
Inflation rateb
Effect on expense in 2020 171 (134) 11 (9) 35 (27)
Effect on obligation at 31 December 2019 4,711 (3,890) 67 (54) 978 (824)
Salary growth
Effect on expense in 2020 42 (36) 13 (11) 7 (7)
Effect on obligation at 31 December 2019 604 (525) 80 (67) 93 (89)
a
The amounts presented reflect that the discount rate is used to determine the asset interest income as well as the interest cost on the obligation.
b
The amounts presented reflect the total impact of an inflation rate change on the assumptions for rate of increase in salaries, pensions in payment and deferred pensions.
$ million
One year increase
UK US Eurozone
Longevity
Effect on expense in 2020 31 6 9
Effect on obligation at 31 December 2019 1,140 147 306
Estimated future benefit payments and the weighted average duration of defined benefit obligations
The expected benefit payments, which reflect expected future service, as appropriate, but exclude plan expenses, up until 2029 and the
weighted average duration of the defined benefit obligations at 31 December 2019 are as follows:
$ million
Estimated future benefit payments UK US Eurozone Other Total
2020 1,065 743 333 104 2,245
2021 1,078 789 323 98 2,288
2022 1,098 711 319 101 2,229
2023 1,138 718 314 98 2,268
2024 1,151 699 300 99 2,249
2025-2029 5,895 3,277 1,438 489 11,099
Years
Weighted average duration 18.3 13.2 16.4 13.0

25. Cash and cash equivalents
$ million
2019 2018
Cash 6,462 6,148
Term bank deposits 10,296 13,105
Cash equivalents (excluding term bank deposits) 5,714 3,215
22,472 22,468
Cash and cash equivalents comprise cash in hand; current balances with banks and similar institutions; term deposits of three months or less
with banks and similar institutions; money market funds and commercial paper. The carrying amounts of cash and term bank deposits
approximate their fair values. Substantially all of the other cash equivalents are categorized within level 1 of the fair value hierarchy.
Cash and cash equivalents at 31 December 2019 includes $1,676 million (2018 $1,350 million) that is restricted. The restricted cash balances
include amounts required to cover initial margin on trading exchanges and certain cash balances which are subject to exchange controls.
The group holds $4,678 million (2018 $4,693 million) of cash and cash equivalents outside the UK and it is not expected that any significant tax
will arise on repatriation.
26. Finance debt

$ million
2019 2018
Current Non-current Total Current Non-current Total
Borrowings 10,487 57,237 67,724 9,329 55,803 65,132
As a result of the adoption of IFRS 16 ‘Leases’, leases that were previously classified as finance leases under IAS 17 are now presented as
‘Lease liabilities’ on the group balance sheet and therefore do not form part of finance debt. Comparative information for finance debt has been
amended to be on a consistent basis with amounts presented for 2019. See Note 1 and Note 27 for further information.
The main elements of current borrowings are the current portion of long-term borrowings that is due to be repaid in the next 12 months of
$8,166 million (2018 $7,175 million) and issued commercial paper of $2,279 million (2018 $2,040 million). Finance debt does not include accrued
interest, which is reported within other payables.
The following table shows the weighted-average interest rates achieved through a combination of borrowings and derivative financial
instruments entered into to manage interest rate and currency exposures.
Fixed rate debt Floating rate debt Total
Weighted
Weighted average Weighted
average time for average
interest which rate interest
rate is fixed Amount rate Amount Amount
% Years $ million % $ million $ million
2019
US dollar 4 5 25,634 3 41,871 67,505
Other currencies 6 10 183 7 36 219
25,817 41,907 67,724
2018
US dollar 4 4 17,264 4 47,461 64,725
Other currencies 5 5 323 8 84 407
17,587 47,545 65,132
Comparative information in the table above has been amended to exclude previously classified finance lease liabilities of $667 million from US
dollar and other currencies, primarily from fixed-rate debt. The calculation of the comparative weighted-average interest rate and time for which
rate is fixed is unchanged for US dollar fixed-rate debt and was previously 7% and 18 years respectively for other currencies fixed-rate debt.
Fair values
The estimated fair value of finance debt is shown in the table below together with the carrying amount as reflected in the balance sheet.
Long-term borrowings in the table below include the portion of debt that matures in the 12 months from 31 December 2019, whereas in the
group balance sheet the amount is reported within current finance debt.
The carrying amount of the group’s short-term borrowings, comprising mainly of commercial paper, approximates their fair value. The fair
values of the significant majority of the group’s long-term borrowings are determined using quoted prices in active markets, and so fall within
level 1 of the fair value hierarchy. Where quoted prices are not available, quoted prices for similar instruments in active markets are used and
such measurements are therefore categorized in level 2 of the fair value hierarchy.
$ million
2019 2018
Carrying Carrying
Fair value amount Fair value amount
Short-term borrowings 2,321 2,321 2,153 2,153

Long-term borrowings 67,055 65,403 63,213 62,979
Total finance debt 69,376 67,724 65,366 65,132

27. Capital disclosures and net debt
The group defines capital as total equity. We maintain our financial framework to support the pursuit of value growth for shareholders, while
ensuring a secure financial base.
The group monitors capital on basis of gearing (previously termed 'net debt ratio'), that is, the ratio of net debt to net debt plus equity. Net debt
is calculated as finance debt, as shown in the balance sheet, plus the fair value of associated derivative financial instruments that are used to
hedge foreign exchange and interest rate risks relating to finance debt for which hedge accounting is applied, less cash and cash equivalents.
Net debt and gearing are non-GAAP measures. BP believes these measures provide useful information to investors. Net debt enables
investors to see the economic effect of finance debt, related hedges and cash and cash equivalents in total. Gearing enables investors to see
how significant net debt is relative to equity from shareholders. The derivatives are reported on the balance sheet within the headings
‘Derivative financial instruments’. All components of equity are included in the denominator of the calculation.
We aim to manage the gearing within a 20-30% band and maintain a significant liquidity buffer. At 31 December 2019, gearing was 31.1%
(2018 30.0%).
As a result of the adoption of IFRS 16 ‘Leases’ from 1 January 2019, leases that were previously classified as finance leases under IAS 17 are
now presented as ‘Lease liabilities’ on the group balance sheet and therefore do not form part of finance debt. Comparative information for
finance debt (previously also termed ‘gross debt’), net debt and gearing have been amended to be on a consistent basis with amounts
presented for 2019. The relevant amount for finance lease liabilities that has been excluded from comparative information for 2018 is $667
million. The previously disclosed amounts for finance debt and net debt for 2018 were $65,799 million and $44,144 million respectively. The
previously disclosed gearing for 2018 was 30.3%.
$ million
Finance debt 67,724 65,132
Less: fair value asset (liability) of hedges related to finance debta (190) (813)
67,914 65,945
Less: cash and cash equivalents 22,472 22,468
Net debt 45,442 43,477
Equity 100,708 101,548
Gearing 31.1% 30.0%
a
Derivative financial instruments entered into for the purpose of managing interest rate and foreign currency exchange risk associated with net debt with a fair value liability position of $601
million (2018 liability of $827 million) are not included in the calculation of net debt shown above as hedge accounting was not applied for these instruments. The movement in the year is
attributable to a net cash out flow of $286 million (2018 net cash flow $nil) and fair value loss of $60 million (2018 fair value losses of $193 million).
Net debt including leases is shown in the table below.

$ million
Net debt 45,442 43,477
Lease liabilities 9,722 667
Net partner (receivable) payable for leases entered into on behalf of joint operations (158) —
Net debt including leases 55,006 44,144
An analysis of changes in liabilities arising from financing activities is provided below.
$ million
Net partner
payable for
leases entered Total liabilities
Hedge- into on behalf arising from
Finance accounted of joint financing
debt derivatives Lease liabilities operations activities
At 1 January 2019 65,132 813 667 — 66,612

Adjustment on adoption of IFRS 16a — — 9,233 217 9,450
Exchange adjustments (62) — (4) 8 (58)
Net financing cash flow 1,671 2 (2,372) (14) (713)
Fair value (gains) losses 924 (1,104) — — (180)
New and remeasured leases/joint operation payables — — 2,614 82 2,696
Other movements 59 479 (416) (3) 119
At 31 December 2019 67,724 190 9,722 290 77,926
At 1 January 2018 62,574 175 656 — 63,405

Exchange adjustments (237) — (22) — (259)
Net financing cash flow 3,540 (360) (35) — 3,145
Fair value (gains) losses (856) 998 — — 142
New leases — — 74 — 74
Other movements 111 — (6) — 105
At 31 December 2018 65,132 813 667 — 66,612
a
See Note 1 for information on adoption of IFRS 16 'Leases'.

28. Leases
The group leases a number of assets as part of its activities. This primarily includes drilling rigs in the Upstream segment and retail service
stations, oil depots and storage tanks in the Downstream segment as well as office accommodation and vessel charters across the group. The
weighted-average remaining lease term for the total lease portfolio is around 9 years. Some leases will have payments that vary with market
interest or inflation rates. Certain leases contain residual value guarantees, which may be triggered in certain circumstances such as if market
values have significantly declined at the conclusion of the lease.
The table below shows the timing of the undiscounted cash outflows for the lease liabilities included on the balance sheet.
$ million
2019 2018a
Undiscounted lease liability cash flows due:
Within 1 year 2,514 98
1 to 2 years 1,839 97
2 to 3 years 1,364 95
3 to 4 years 1,105 94
4 to 5 years 876 86
5 to 10 years 2,427 309
Over 10 years 1,174 571
11,299 1,350
Impact of discounting (1,577) (683)
Lease liabilities at 31 December 9,722 667
Of which – current 2,067 44
– non-current 7,655 623
a
Comparative information represents finance leases accounted for under IAS 17
The group may enter into lease arrangements a number of years before taking control of the underlying asset due to construction lead times or
to secure future operational requirements. The total undiscounted amount for future commitments for leases not yet commenced as at 31
December 2019 is $5,688 million. The majority of this future commitment relates to the floating LNG vessel to service the Greater Tortue
Ahmeyim project from 2022.
$ million
2019
Total cash outflow for amounts included in lease liabilitiesa 2,709
Expense for variable payments not included in the lease liability 67
Short-term lease expense 331
Additions to right-of-use assets in the period 2,542
a
The cash outflows for amounts not included in lease liabilities approximate the income statement expense disclosed above
An analysis of right-of-use assets and depreciation is provided in Note 12. An analysis of lease interest expense is provided in Note 7.
29. Financial instruments and financial risk factors

The accounting classification of each category of financial instruments and their carrying amounts are set out below.
$ million
Mandatorily
measured at
Measured at fair value Derivative
amortized through hedging Total carrying
At 31 December 2019 Note cost profit or loss instruments amount
Financial assets
Other investments 18 — 1,445 — 1,445
Loans 906 63 — 969
Trade and other receivables 20 24,271 — — 24,271
Derivative financial instruments 30 — 9,984 483 10,467
Cash and cash equivalents 25 18,183 4,289 — 22,472
Trade and other payables 22 (55,891) — — (55,891)
Derivative financial instruments 30 — (8,122) (676) (8,798)
Accruals (6,062) — — (6,062)
Lease liabilities 28 (9,722) — — (9,722)
Finance debta 26 (67,724) — — (67,724)
(96,039) 7,659 (193) (88,573)

29. Financial instruments and financial risk factors – continued
$ million
Mandatorily
measured at
Measured at fair value Derivative
amortized through profit hedging Total carrying
At 31 December 2018 Note cost or loss instruments amount
Financial assets
Other investments 18 — 1,563 — 1,563
Loans 839 124 — 963
Trade and other receivables 20 24,080 — — 24,080
Derivative financial instruments 30 — 8,564 427 8,991
Cash and cash equivalents 25 20,366 2,102 — 22,468
Trade and other payables 22 (56,790) — — (56,790)
Derivative financial instruments 30 — (7,685) (1,248) (8,933)
Accruals (5,201) — — (5,201)
Lease liabilities 28 (667) — — (667)
Finance debta 26 (65,132) — — (65,132)
(82,505) 4,668 (821) (78,658)
a
As a result of the adoption of IFRS 16 ‘Leases’, leases that were previously classified as finance leases under IAS 17 are now presented as ‘Lease liabilities’ on the group balance sheet and
therefore do not form part of finance debt. Comparative information for finance debt and lease liabilities have been amended to be on a consistent basis with amounts presented for 2019.
The previously disclosed amounts for finance debt for 2018 was $65,799 million.
The fair value of finance debt is shown in Note 26. For all other financial instruments within the scope of IFRS 9, the carrying amount is either
the fair value, or approximates the fair value.
Information on gains and losses on derivative financial assets and financial liabilities classified as measured at fair value through profit or loss is
provided in the derivative gains and losses section of Note 30. Fair value gains and losses related to other assets and liabilities classified as
measured at fair value through profit or loss totalled a net loss of $129 million. Dividend income of $20 million (2018 $8 million) from
investments in equity instruments classified as measured at fair value through profit or loss is presented within other income - see Note 7.
Interest income and expenses arising on financial instruments are disclosed in Note 7.
Financial risk factors
The group is exposed to a number of different financial risks arising from natural business exposures as well as its use of financial instruments
including market risks relating to commodity prices; foreign currency exchange rates and interest rates; credit risk; and liquidity risk.
The group financial risk committee (GFRC) advises the group chief financial officer (CFO) who oversees the management of these risks. The
GFRC is chaired by the CFO and consists of a group of senior managers including the group treasurer and the heads of the group finance, tax
and the integrated supply and trading functions. The purpose of the committee is to advise on financial risks and the appropriate financial risk
governance framework for the group. The committee provides assurance to the CFO and the group chief executive (GCE), and via the GCE to
the board, that the group’s financial risk-taking activity is governed by appropriate policies and procedures and that financial risks are identified,
measured and managed in accordance with group policies and group risk appetite.
The group’s trading activities in the oil, natural gas, LNG and power markets are managed within the integrated supply and trading
function. Treasury holds foreign exchange and interest-rate products in the financial markets to hedge group exposures related to debt
issuance; the compliance, control, and risk management processes for these activities are managed within the treasury function. All other
foreign exchange and interest rate activities within financial markets are performed within the integrated supply and trading function and are
also underpinned by the compliance, control and risk management infrastructure common to the activities of BP’s integrated supply and
trading function. All derivative activity is carried out by specialist teams that have the appropriate skills, experience and supervision. These
teams are subject to close financial and management control.
The integrated supply and trading function maintains formal governance processes that provide oversight of market risk, credit risk and
operational risk associated with trading activity. A policy and risk committee approves value-at-risk delegations, reviews incidents and validates
risk-related policies, methodologies and procedures. A commitments committee approves the trading of new products, instruments and
strategies and material commitments.
In addition, the integrated supply and trading function undertakes derivative activity for risk management purposes under a control framework
as described more fully below.
(a) Market risk
Market risk is the risk or uncertainty arising from possible market price movements and their impact on the future performance of a business.
The primary commodity price risks that the group is exposed to include oil, natural gas and power prices that could adversely affect the value
of the group’s financial assets, liabilities or expected future cash flows. The group enters into derivatives in a well-established entrepreneurial
trading operation. In addition, the group has developed a control framework aimed at managing the volatility inherent in certain of its natural
business exposures. In accordance with the control framework the group enters into various transactions using derivatives for risk
management purposes.
The major components of market risk are commodity price risk, foreign currency exchange risk and interest rate risk, each of which is
discussed below.

(i) Commodity price risk
The group’s integrated, supply and trading function is responsible for delivering value across the overall crude, oil products, gas and power
supply chains. As such, it routinely enters into spot and term physical commodity contracts in addition to optimising physical storage, pipeline
and transportation capacity. These activities expose the group to commodity price risk which is managed by entering into oil and natural gas
swaps, options and futures.
The group measures market risk exposure arising from its trading positions in liquid periods using value-at-risk techniques based on Variance/
Covariance or Monte Carlo simulation models. These techniques make a statistical assessment of the market risk arising from possible future
changes in market prices over a one-day holding period within a 95% confidence level. The value-at-risk measure is supplemented by stress
testing and scenario analysis through simulating the financial impact of certain physical, economic and geo-political scenarios. Trading activity
occurring in liquid periods is subject to value-at-risk and other limits for each trading activity and the aggregate of all trading activity. The board
has delegated a limit of $100 million (2018 $100 million) value at risk in support of this trading activity. Alternative measures are used to monitor
exposures which are outside liquid periods and for which value-at-risk techniques are not appropriate.
(ii) Foreign currency exchange risk
Since BP has global operations, fluctuations in foreign currency exchange rates can have a significant effect on the group’s reported results and
future expenditure commitments. The effects of most exchange rate fluctuations are absorbed in business operating results through changing
cost competitiveness, lags in market adjustment to movements in rates and translation differences accounted for on specific transactions. For
this reason, the total effect of exchange rate fluctuations is not identifiable separately in the group’s reported results. The main underlying
economic currency of the group’s cash flows is the US dollar. This is because BP’s major product, oil, is priced internationally in US dollars. BP’s
foreign currency exchange management policy is to limit economic and material transactional exposures arising from currency movements
against the US dollar. The group co-ordinates the handling of foreign currency exchange risks centrally, by netting off naturally-occurring
opposite exposures wherever possible and then managing any material residual foreign currency exchange risks.
Most of the group’s borrowings are in US dollars or are hedged with respect to the US dollar. At 31 December 2019, the total foreign currency
borrowings not swapped into US dollars amounted to $219 million (2018 $407 million excludes leases).
The group manages the net residual foreign currency exposures by constantly reviewing the foreign currency economic value at risk and aims
to manage such risk to keep the 12-month foreign currency value at risk below $400 million. At no point over the past three years did the value
at risk exceed the maximum risk limit. A continuous assessment is made in respect to the group’s foreign currency exposures to capture
hedging requirements.
During the year, hedge accounting was applied to foreign currency exposure to highly probable forecast capital expenditure commitments. The
group fixes the US dollar cost of non-US dollar supplies by using currency forwards for the highly probable forecast capital expenditure; the
exposures are in sterling, euro, Australian dollar and Korean won. At 31 December 2019 the most significant open contracts in place were for
$106 million sterling (2018 $434 million sterling).
Where the group enters into foreign currency exchange contracts for entrepreneurial trading purposes the activity is controlled using trading
value-at-risk techniques as explained in (i) commodity price risk above.
(iii) Interest rate risk
BP is also exposed to interest rate risk from the possibility that changes in interest rates will affect future cash flows or the fair values of its
financial instruments, principally finance debt. While the group issues debt in a variety of currencies based on market opportunities, it uses
derivatives to swap the debt to a floating rate exposure, mainly to US dollar floating, but in certain defined circumstances maintains a US dollar
fixed rate exposure for a proportion of debt. The proportion of floating rate debt net of interest rate swaps at 31 December 2019 was 62% of
total finance debt outstanding (2018 73% excludes leases). The weighted average interest rate on finance debt at 31 December 2019 was 3%
(2018 4%) and the weighted average maturity of fixed rate debt was five years (2018 four years excludes leases).
The group’s earnings are sensitive to changes in interest rates on the floating rate element of the group’s finance debt. If the interest rates
applicable to floating rate instruments were to have changed by one percentage point on 1 January 2020, it is estimated that the group’s
finance costs for 2020 would change by approximately $419 million (2018 $475 million).
(b) Credit risk
Credit risk is the risk that a customer or counterparty to a financial instrument will fail to perform or fail to pay amounts due causing financial
loss to the group and arises from cash and cash equivalents, derivative financial instruments and deposits with financial institutions and
principally from credit exposures to customers relating to outstanding receivables. Credit exposure also exists in relation to guarantees issued
by group companies under which the outstanding exposure incremental to that recognized on the balance sheet at 31 December 2019 was
$692 million (2018 $696 million) in respect of liabilities of joint ventures and associates and $523 million (2018 $432 million) in respect of
liabilities of other third parties.
The group has a credit policy, approved by the CFO that is designed to ensure that consistent processes are in place throughout the group to
measure and control credit risk. Credit risk is considered as part of the risk-reward balance of doing business. On entering into any business
contract the extent to which the arrangement exposes the group to credit risk is considered. Key requirements of the policy include
segregation of credit approval authorities from any sales, marketing or trading teams authorized to incur credit risk; the establishment of credit
systems and processes to ensure that all counterparty exposure is rated and that all counterparty exposure and limits can be monitored and
reported; and the timely identification and reporting of any non-approved credit exposures and credit losses. While each segment is
responsible for its own credit risk management and reporting consistent with group policy, the treasury function holds group-wide credit risk
authority and oversight responsibility for exposure to banks and financial institutions.

For the purposes of financial reporting the group calculates expected loss allowances based on the maximum contractual period over which
the group is exposed to credit risk. Lifetime expected credit losses are recognized for trade receivables and the credit risk associated with the
significant majority of financial assets measured at amortized cost is considered to be low. Since the tenor of substantially all of the group's in-
scope financial assets is less than 12 months there is no significant difference between the measurement of 12-month and lifetime expected
credit losses. Expected loss allowances for financial guarantee contracts are typically lower than their fair value less, where appropriate,
amortization. Financial assets are considered to be credit-impaired when there is reasonable and supportable evidence that one or more events
that have a detrimental impact on the estimated future cash flows of the financial asset have occurred. This includes observable data
concerning significant financial difficulty of the counterparty; a breach of contract; concession being granted to the counterparty for economic
or contractual reasons relating to the counterparty’s financial difficulty, that would not otherwise be considered; it becoming probable that the
counterparty will enter bankruptcy or other financial re-organization or an active market for the financial asset disappearing because of financial
difficulties. The group also applies a rebuttable presumption that an asset is credit-impaired when contractual payments are more than 30 days
past due. Where the group has no reasonable expectation of recovering a financial asset in its entirety or a portion thereof, for example where
all legal avenues for collection of amounts due have been exhausted, the financial asset (or relevant portion) is written off.
The measurement of expected credit losses is a function of the probability of default, loss given default (i.e. the magnitude of the loss after
recovery if there is a default) and the exposure at default (i.e. the asset's carrying amount). The group allocates a credit risk rating to exposures
based on data that is determined to be predictive of the risk of loss, including but not limited to external ratings. Probabilities of default derived
from historical, current and future-looking market data are assigned by credit risk rating with a loss given default based on historical experience
and relevant market and academic research applied by exposure type. Experienced credit judgement is applied to ensure probabilities of
default are reflective of the credit risk associated with the group's exposures. Credit enhancements that would reduce the group's credit
losses in the event of default are reflected in the calculation when they are considered integral to the related asset.
The maximum credit exposure associated with financial assets is equal to the carrying amount. The group does not aim to remove credit risk
entirely but expects to experience a certain level of credit losses. As at 31 December 2019, the group had in place credit enhancements
designed to mitigate approximately $7.0 billion (2018 $7.3 billion) of credit risk, of which substantially all relates to assets in the scope of IFRS
9's impairment requirements. Credit enhancements include standby and documentary letters of credit, bank guarantees, insurance and liens
which are typically taken out with financial institutions who have investment grade credit ratings, or are liens over assets held by the
counterparty of the related receivables. Reports are regularly prepared and presented to the GFRC that cover the group’s overall credit
exposure and expected loss trends, exposure by segment, and overall quality of the portfolio.
Management information used to monitor credit risk, which reflects the impact of credit enhancements, indicates that the risk profile of
financial assets which are subject to review for impairment under IFRS 9 is as set out below.
%
As at 31 December 2019 2018
AAA to AA- 16% 22%
A+ to A- 51% 41%
BBB+ to BBB- 13% 16%
BB+ to BB- 7% 8%
B+ to B- 11% 11 %
CCC+ and below 2% 2%
Movements in the impairment provision for trade and other receivables are shown in Note 21.
Financial instruments subject to offsetting, enforceable master netting arrangements and similar agreements
The following table shows the amounts recognized for financial assets and liabilities which are subject to offsetting arrangements on a gross
basis, and the amounts offset in the balance sheet.
Amounts which cannot be offset under IFRS, but which could be settled net under the terms of master netting agreements if certain
conditions arise, and collateral received or pledged, are also presented in the table to show the total net exposure of the group.
$ million
Related amounts not set off
Gross in the balance sheet
amounts of
recognized Net amounts Cash
financial presented on Master collateral
assets Amounts the balance netting (received)
At 31 December 2019 (liabilities) set off sheet arrangements pledged Net amount
Derivative assets 13,191 (2,724) 10,467 (1,971) (206) 8,290

Derivative liabilities (11,445) 2,724 (8,721) 1,971 — (6,750)
Trade and other receivables 10,661 (5,211) 5,450 (961) (190) 4,299
Trade and other payables (10,266) 5,211 (5,055) 961 — (4,094)
At 31 December 2018
Derivative assets 11,502 (2,511) 8,991 (2,079) (299) 6,613
Derivative liabilities (11,337) 2,511 (8,826) 2,079 — (6,747)
Trade and other receivables 11,296 (5,390) 5,906 (1,020) (169) 4,717
Trade and other payables (10,797) 5,390 (5,407) 1,020 — (4,387)

(c) Liquidity risk
Liquidity risk is the risk that suitable sources of funding for the group’s business activities may not be available. The group’s liquidity is
managed centrally with operating units forecasting their cash and currency requirements to the central treasury function. Unless restricted by
local regulations, generally subsidiaries pool their cash surpluses to the treasury function, which will then arrange to fund other subsidiaries’
requirements, or invest any net surplus in the market or arrange for necessary external borrowings, while managing the group’s overall net
currency positions.
The group benefits from open credit provided by suppliers who generally sell on five to 60-day payment terms in accordance with industry
norms. BP utilizes various arrangements in order to manage its working capital and reduce volatility in cash flow. This includes discounting of
receivables and, in the supply and trading business, managing inventory, collateral and supplier payment terms within a maximum of 60 days.
It is normal practice in the oil and gas supply and trading business for customers and suppliers to utilise letter of credit (LC) facilities to mitigate
credit and non-performance risk. Consequently, LCs facilitate active trading in a global market where credit and performance risk can be
significant. In common with the industry, BP routinely provides LCs to some of its suppliers.
The group has committed LC facilities totalling $12,175 million (2018 $12,175 million), allowing LCs to be issued for a maximum 24-month
duration. There were also uncommitted secured LC facilities in place at 31 December 2019 for $4,440 million (2018 $4,190 million), which are
secured against inventories or receivables when utilized. The facilities are held with over 20 international banks. The uncommitted secured LC
facilities can only be terminated by either party giving a stipulated termination notice to the other.
In certain circumstances, the supplier has the option to request accelerated payment from the LC provider in order to further reduce their
exposure. BP’s payments are made to the provider of the LC rather than the supplier according to the original contractual payment terms. At
31 December 2019, $4,755 million (2018 $3,705 million) of the group’s trade payables subject to these arrangements were payable to LC
providers, with no material exposure to any individual provider.
Standard & Poor’s Ratings long-term credit rating for BP is A- (positive outlook) and Moody’s Investors Service rating is A1 (stable outlook).
During 2019, $8 billion (2018 $9 billion) of long-term taxable bonds were issued with terms ranging from one to thirty years. Commercial paper
is issued at competitive rates to meet short-term borrowing requirements as and when needed.
As a further liquidity measure, the group continues to maintain suitable levels of cash and cash equivalents, amounting to $22.5 billion at
31 December 2019 (2018 $22.5 billion), primarily invested with highly rated banks or money market funds and readily accessible at immediate
and short notice. At 31 December 2019, the group had substantial amounts of undrawn borrowing facilities available, consisting of $7,625
million (2018 $7,625 million) of standby facilities, all of which is available to draw and repay up to the first half of 2022. These facilities are with
25 international banks, and borrowings under them would be at pre-agreed rates. On 13th March the group entered into a committed $10,000
million credit facility which is available for two years at pre-agreed margins.
The table below shows the timing of cash outflows relating to finance debt, trade and other payables and accruals.
$ million
2019 2018
Trade and Trade and
other Finance Interest on other Finance Interest on
payablesa Accruals debt finance debt payablesa Accruals debtb finance debtb
Within one year 43,699 5,066 10,065 2,037 43,230 4,626 9,257 2,350
1 to 2 years 1,937 261 6,726 1,641 2,232 146 6,743 1,904
2 to 3 years 1,465 146 7,949 1,409 1,662 95 6,758 1,653
3 to 4 years 1,409 181 7,022 1,172 1,484 64 8,005 1,379
4 to 5 years 1,332 108 7,554 942 1,406 89 7,009 1,101
5 to 10 years 5,863 231 23,540 1,970 6,058 113 25,187 2,250
Over 10 years 3,957 69 2,497 249 5,001 68 983 9
59,662 6,062 65,353 9,420 61,073 5,201 63,942 10,646
a
2019 includes $16,129 million (2018 $18,360 million) in relation to the Gulf of Mexico oil spill, of which $14,501 million (2018 $16,058 million) matures in greater than one year.
b
As a result of the adoption of IFRS 16 ‘Leases’, leases that were previously classified as finance leases under IAS 17 are now presented as ‘Lease liabilities’ on the group balance sheet and
therefore do not form part of finance debt. Comparative information for finance debt and interest on finance debt has been amended to be on a consistent basis with amounts presented for
2019. $667 million and $683 million relating to finance lease liabilities have been excluded from the comparative information for finance debt and interest on finance debt respectively for
2018. The previously disclosed amounts for finance debt and interest on finance debt for 2018 was $64,608 million and $11,329 million respectively. The timing of cash outflows relating to
lease liabilities reported on the balance sheet are now shown in Note 28.
The group manages liquidity risk associated with derivative contracts, other than derivative hedging instruments, based on the expected
maturities of both derivative assets and liabilities as indicated in Note 30. Management does not currently anticipate any cash flows that could
be of a significantly different amount or could occur earlier than the expected maturity analysis provided.

The table below shows the timing of cash outflows for derivative financial instruments entered into for the purpose of managing interest rate
and foreign currency exchange risk associated with finance debt, whether or not hedge accounting is applied, based upon contractual payment
dates. The amounts reflect the gross settlement amount where the pay leg of a derivative will be settled separately from the receive leg, as in
the case of cross-currency swaps hedging non-US dollar finance debt. The swaps are with high investment-grade counterparties and therefore
the settlement-day risk exposure is considered to be negligible. Not shown in the table are the gross settlement amounts (inflows) for the
receive leg of derivatives that are settled separately from the pay leg, which amount to $24,787 million at 31 December 2019 (2018 $22,453
million) to be received on the same day as the related cash outflows. For further information on our derivative financial instruments, see Note
30.
$ million
Cash outflows for derivative financial instruments at 31 December 2019 2018
Within one year 1,678 1,700
1 to 2 years 2,384 1,678
2 to 3 years 2,838 2,384
3 to 4 years 2,906 2,838
4 to 5 years 3,321 2,906
5 to 10 years 10,633 11,475
Over 10 years 2,224 724
25,984 23,705
30. Derivative financial instruments

In the normal course of business the group enters into derivative financial instruments (derivatives) to manage its normal business exposures
in relation to commodity prices, foreign currency exchange rates and interest rates, including management of the balance between floating
rate and fixed rate debt, consistent with risk management policies and objectives. An outline of the group’s financial risks and the objectives
and policies pursued in relation to those risks is set out in Note 29. Additionally, the group has a well-established entrepreneurial trading
operation that is undertaken in conjunction with these activities using a similar range of contracts.
For information on significant estimates and judgements made in relation to the valuation of derivatives see Derivative financial instruments
within Note 1.
The fair values of derivative financial instruments at 31 December are set out below.
Exchange traded derivatives are valued using closing prices provided by the exchange as at the balance sheet date. These derivatives are
categorized within level 1 of the fair value hierarchy. Exchange traded derivatives are typically considered settled through the (normally daily)
payment or receipt of variation margin.
Over-the-counter (OTC) financial swaps and physical commodity sale and purchase contracts are generally valued using readily available
information in the public markets and quotations provided by brokers and price index developers. These quotes are corroborated with market
data and are categorized within level 2 of the fair value hierarchy.
In certain less liquid markets, or for longer-term contracts, forward prices are not as readily available. In these circumstances, OTC financial
swaps and physical commodity sale and purchase contracts are valued using internally developed methodologies that consider historical
relationships between various commodities, and that result in management’s best estimate of fair value. These contracts are categorized
within level 3 of the fair value hierarchy.

30. Derivative financial instruments – continued
Financial OTC and physical commodity options are valued using industry standard models that consider various assumptions, including quoted
forward prices for commodities, time value, volatility factors, and contractual prices for the underlying instruments, as well as other relevant
economic factors. The degree to which these inputs are observable in the forward markets determines whether the option is categorized
within level 2 or level 3 of the fair value hierarchy.
$ million
2019 2018
Fair value Fair value Fair value Fair value
asset liability asset liability
Derivatives held for trading
Currency derivatives 81 (744) 69 (898)
Oil price derivatives 1,918 (1,478) 2,361 (1,849)
Natural gas price derivatives 6,569 (4,871) 4,787 (3,888)
Power price derivatives 1,306 (952) 1,240 (943)
Other derivatives 110 — 107 —
9,984 (8,045) 8,564 (7,578)
Embedded derivatives
Other embedded derivatives — (77) — (107)
— (77) — (107)
Cash flow hedges
Currency forwards 1 (4) 5 (14)
Gas price futures — — 2 —
1 (4) 7 (14)
Fair value hedges
Currency swaps 344 (637) 158 (789)
Interest rate swaps 138 (35) 262 (445)
482 (672) 420 (1,234)
10,467 (8,798) 8,991 (8,933)
Of which – current 4,153 (3,261) 3,846 (3,308)
– non-current 6,314 (5,537) 5,145 (5,625)
Derivatives held for trading

The group maintains active trading positions in a variety of derivatives. The contracts may be entered into for risk management purposes, to
satisfy supply requirements or for entrepreneurial trading. Certain contracts are classified as held for trading, regardless of their original
business objective, and are recognized at fair value with changes in fair value recognized in the income statement. Trading activities are
undertaken by using a range of contract types in combination to create incremental gains by arbitraging prices between markets, locations and
time periods. The net of these exposures is monitored using market value-at-risk techniques as described in Note 29.
The following tables show further information on the fair value of derivatives and other financial instruments held for trading purposes.
Derivative assets held for trading have the following fair values and maturities.
$ million
2019
Less than Over
1 year 1-2 years 2-3 years 3-4 years 4-5 years 5 years Total
Currency derivatives 48 23 9 1 — — 81
Oil price derivatives 1,619 114 76 53 45 11 1,918
Natural gas price derivatives 1,889 824 615 489 433 2,319 6,569
Power price derivatives 556 269 146 94 67 174 1,306
Other derivatives 33 — — 77 — — 110
4,145 1,230 846 714 545 2,504 9,984
$ million
2018
Less than Over
Currency derivatives 48 12 9 — — — 69
Oil price derivatives 1,916 363 53 25 4 — 2,361
Natural gas price derivatives 1,333 708 542 452 352 1,400 4,787
Power price derivatives 540 276 158 79 55 132 1,240
Other derivatives — — — — 107 — 107
3,837 1,359 762 556 518 1,532 8,564

Derivative liabilities held for trading have the following fair values and maturities.
$ million
2019
Less than Over
Currency derivatives (166) (283) (201) (1) (23) (70) (744)

Oil price derivatives (1,405) (56) (14) (2) (1) — (1,478)
Natural gas price derivatives (1,070) (522) (446) (399) (363) (2,071) (4,871)
Power price derivatives (395) (165) (104) (76) (51) (161) (952)
(3,036) (1,026) (765) (478) (438) (2,302) (8,045)
$ million
2018
Less than Over
Currency derivatives (299) (71) (256) (171) (3) (98) (898)

Oil price derivatives (1,560) (232) (43) (12) (2) — (1,849)
Natural gas price derivatives (1,030) (557) (391) (338) (285) (1,287) (3,888)
Power price derivatives (401) (213) (95) (54) (47) (133) (943)
(3,290) (1,073) (785) (575) (337) (1,518) (7,578)
The following table shows the fair value of derivative assets and derivative liabilities held for trading, analysed by maturity period and by
methodology of fair value estimation. This information is presented on a gross basis, that is, before netting by counterparty.
$ million
2019
Less than Over
Fair value of derivative assets

Level 1 63 6 2 — 2 1 74
Level 2 5,344 1,014 439 210 120 42 7,169
Level 3 779 501 485 540 452 2,708 5,465
6,186 1,521 926 750 574 2,751 12,708
Less: netting by counterparty (2,041) (291) (80) (36) (29) (247) (2,724)
4,145 1,230 846 714 545 2,504 9,984
Fair value of derivative liabilities
Level 1 (49) (8) (4) (1) (2) (1) (65)
Level 2 (4,522) (932) (458) (146) (113) (101) (6,272)
Level 3 (506) (377) (383) (367) (352) (2,447) (4,432)
(5,077) (1,317) (845) (514) (467) (2,549) (10,769)
Less: netting by counterparty 2,041 291 80 36 29 247 2,724
(3,036) (1,026) (765) (478) (438) (2,302) (8,045)
Net fair value 1,109 204 81 236 107 202 1,939
$ million
2018
Less than Over
Fair value of derivative assets

Level 1 111 14 3 — — — 128
Level 2 5,000 1,362 504 262 120 72 7,320
Level 3 491 385 353 331 427 1,640 3,627
5,602 1,761 860 593 547 1,712 11,075
Less: netting by counterparty (1,765) (402) (98) (37) (29) (180) (2,511)
3,837 1,359 762 556 518 1,532 8,564
Fair value of derivative liabilities
Level 1 (156) (11) (2) (2) — — (171)
Level 2 (4,562) (1,161) (576) (308) (67) (163) (6,837)
Level 3 (337) (303) (305) (302) (299) (1,535) (3,081)
(5,055) (1,475) (883) (612) (366) (1,698) (10,089)
Less: netting by counterparty 1,765 402 98 37 29 180 2,511
(3,290) (1,073) (785) (575) (337) (1,518) (7,578)
Net fair value 547 286 (23) (19) 181 14 986

Level 3 derivatives
The following table shows the changes during the year in the net fair value of derivatives held for trading purposes within level 3 of the fair
value hierarchy.
$ million
Oil Natural gas Power
price price price Other Total
Fair value contracts at 1 January 2019 23 (13) (148) 107 (31)

Gains (losses) recognized in the income statement 128 82 244 2 456
Gains (losses) recognized in other comprehensive income — — (18) — (18)
Settlements (79) (21) (179) — (279)
Transfers out of level 3 (1) (20) (24) 1 (44)
Net fair value of contracts at 31 December 2019 71 28 (125) 110 84
Deferred day-one gains (losses) 949
Derivative asset (liability) 1,033
$ million
Oil Natural gas Power
price price price Other Total
Fair value contracts at 1 January 2018 67 65 (226) 115 21

Gains (losses) recognized in the income statement 58 (26) 209 (8) 233
Settlements (107) (32) (97) — (236)
Transfers out of level 3 5 (20) (34) — (49)
Net fair value of contracts at 31 December 2018 23 (13) (148) 107 (31)
Deferred day-one gains (losses) 577
Derivative asset (liability) 546
The amount recognized in the income statement for the year relating to level 3 held-for-trading derivatives still held at 31 December 2019 was a
$250-million gain (2018 $123-million gain related to derivatives still held at 31 December 2018).
Derivative gains and losses
The group enters into derivative contracts including futures, options, swaps and certain forward sales and forward purchases contracts, relating
to both currency and commodity trading activities. Gains or losses arise on contracts entered into for risk management purposes, optimization
activity and entrepreneurial trading. They also arise on certain contracts that are for normal procurement or sales activity for the group but that
are required to be fair valued under accounting standards. These gains and losses are included within sales and other operating revenues in the
income statement. Also included within this line item are gains and losses on inventory held for trading purposes. The total amount relating to
all these items was a net gain of $2,153 million (2018 $2,504 million net gain and 2017 $1,983 million net gain). This number does not include
gains and losses on realized physical derivative contracts that have been reflected gross in the income statement within sales and purchases
or the change in value of transportation and storage contracts which are not recognized under IFRS, but does include the associated financially
settled contracts. The net amounts for actual gains and losses relating to these derivative contracts and all related items therefore differ
significantly from the amounts disclosed above.
The group also enters into derivative contracts relating to foreign currency risk management activities. Gains and losses on these contracts are
included within production and manufacturing expenses in the income statement. The change in the unrealized value of these contracts was a
net gain of $160 million (2018 $351 million net loss and 2017 $1,420 million net gain), however the gains and losses in each year are largely
offset by opposing net foreign exchange differences on retranslation of the associated non-US dollar debt. The net amounts for actual gains
and losses relating to these derivative contracts and all related items therefore differ significantly from the amounts disclosed above.
Cash flow hedges
(i) Foreign currency risk of highly probable forecast capital expenditure
At 31 December 2019, the group held currency forwards designated as hedging instruments in cash flow hedge relationships of highly
probable forecast non-US dollar capital expenditure. Note 29 outlines the group’s approach to foreign currency exchange risk management.
When the highly probable forecast capital expenditure designated as a hedged item occurs, a non-financial asset is recognized and is
presented within the fixed asset section of the balance sheet.
The group claims hedge accounting only for the spot value of the currency exposure in line with the strategy to fix the volatility in the spot
exchange rate element. The fair value on the instrument attributable to forward points and foreign currency basis spreads is taken immediately
to the income statement.
The group applies hedge accounting where there is an economic relationship between the hedged item and hedging instrument. The existence
of an economic relationship is determined at inception and prospectively by comparing the critical terms of the hedging instrument and those
of the hedged item. The group enters into hedging derivatives that match the currency and notional of the hedged items on a 1:1 hedge ratio
basis. The hedge ratio is determined by comparing the notional amount of the derivative with the notional designated on the forecast
transaction. The group determines the extent to which it hedges highly probable forecast capital expenditures on a project by project basis.
The group has identified the following sources of ineffectiveness, which are not expected to be material:
• counterparty's credit risk, the group mitigates counterparty credit risk by entering into derivative transactions with high credit quality
counterparties; and
• differences in settlement timing between the derivative and hedged items. The latter impacts the discount factor used in the calculation of
the hedge ineffectiveness. The group mitigates differences in timing between the derivatives and hedged items by applying a rolling strategy
and by hedging currency pairs from stable economies (i.e. sterling/US dollar, Euro/US dollar, Korean won/US dollar). The group's cash flow
hedge designations are highly effective as the sources of ineffectiveness identified are expected to result in minimal hedge ineffectiveness.
The group has not designated any net positions as hedged items in cash flow hedges of foreign currency risk.

(ii) Commodity price risk of highly probable forecast sales
During the period the group held Henry Hub NYMEX futures designated as hedging instruments in cash flow hedge relationships of certain
highly probable forecast future sales. At 31 December 2019, these hedging instruments and highly probably forecast sales had been realised
and the corresponding amounts recognised in the cash flow hedge reserve were released to the income statement during the period.
The group is exposed to the variability in the gas price, but only applied hedge accounting to the risk of Henry Hub price movements for a
percentage of future gas sales from its BPX Energy business (previously known as US Lower 48 business).
The group applied hedge accounting in relation to these highly probable future sales where there was an economic relationship between the
hedged item and hedging instrument. The existence of an economic relationship was determined at inception and prospectively by comparing
the critical terms of the hedging instrument and those of the hedged item. The group entered into hedging derivatives that matched the
notional amounts of the hedged items on a 1:1 hedge ratio basis. The hedge ratio was determined by comparing the notional amount of the
derivative with the notional amount designated on the forecast transaction.
The hedge was highly effective due to the price index of the hedging instruments matching the price index of the hedged item. The group did
not designate any net positions as hedged items in cash flow hedges of commodity price risk.
The tables below summarize the change in the fair value of hedging instruments and the hedged item used to calculate ineffectiveness in the
period.
$ million
Change in fair
value of Change in fair
hedging value of
instrument hedged item
Hedge
used to used to ineffectiveness
calculate calculate recognized in
ineffectiveness ineffectiveness profit or (loss)
At 31 December 2019
Cash flow hedges

Foreign exchange risk
Highly probable forecast capital expenditure (1) 1 —
Commodity price risk
Highly probable forecast sales (100) 100 —
At 31 December 2018
Cash flow hedges

Highly probable forecast capital expenditure (5) 5 —
Highly probable forecast sales (126) 126 —
The tables below summarize the carrying amount and nominal amount of the derivatives designated as hedging instruments in cash flow
hedge relationships.
Carrying amount of hedging

instrument
Nominal amounts of hedging
Assets Liabilities instruments
At 31 December 2019 $ million $ million $ million mmBtu
Cash flow hedges

Highly probable forecast capital expenditure 1 (4) 150
At 31 December 2018
Cash flow hedges

Highly probable forecast capital expenditure 5 (14) 386
Highly probable forecast sales 2 — 145
All hedging instruments are presented within derivative financial instruments on the group balance sheet.
Of the nominal amount of hedging instruments at 31 December relating to highly probably forecast capital expenditure $150 million (2018 $304
million) matures within 12 months and $nil (2018 $82 million) within one to two years. All of the hedging instruments relating to highly probable
forecast sales at 31 December 2018 matured in 2019.

The table below summarizes the weighted average exchange rates and the weighted average sales price in relation to the derivatives
designated as hedging instruments in cash flow hedge relationships at 31 December.
Weighted average price/rate
2019 2018
Forecast
capital Forecast capital
At 31 December expenditure expenditure Forecast sales
Sterling/US dollar 1.35 1.34

Euro/US dollar 1.11 1.14
Australian dollar/US dollar — 0.72
Norwegian krone/US dollar — 8.67
Korean won/US dollar 1,115.66 1,107.90
Henry Hub $/mmBtu 2.86
Fair value hedges

At 31 December 2019, the group held interest rate and cross-currency interest rate swap contracts as fair value hedges of the interest rate risk
and foreign currency risk arising from group fixed rate debt issuances. The interest rate swaps are used to convert US dollar denominated fixed
rate borrowings into floating rate debt. The cross-currency interest rate swaps are used to convert sterling, euro, Swiss franc, Canadian dollar
and Norwegian krone denominated fixed rate borrowings into US dollar floating rate debt. The group manages all risks derived from debt
issuance, such as credit risk, however, the group applies hedge accounting only to certain components of interest rate and foreign currency
risk in order to minimize hedge ineffectiveness. Note 29 outlines the group’s approach to interest rate and foreign currency exchange risk
management.
The interest rate and foreign currency exposures are identified and hedged on an instrument-by-instrument basis. For interest rate exposures,
the group designates as a fair value hedge the benchmark interest rate component only. This is an observable and reliably measurable
component of interest rate risk. For foreign currency exposures, the group excludes from the designation the foreign currency basis spread
component implicit in the cross-currency interest rate swaps. This is separately calculated at hedge designation, is recognized in other
comprehensive income over the life of the hedge and amortized to the income statement on a straight-line basis, in accordance with the
group’s policy on costs of hedging.
The group applies hedge accounting where there is an economic relationship between the hedged item and the hedging instrument. The
existence of an economic relationship is determined initially by comparing the critical terms of the hedging instrument and those of the hedged
item and it is prospectively assessed using linear regression analysis. The group issues fixed rate debt and enters into interest rate and cross-
currency interest rate swaps with critical terms that match those of the debt and on a 1:1 hedge ratio basis. The hedge ratio is determined by
comparing the notional amount of the derivative with the notional amount of the debt. The hedge relationship is designated for the full term
and notional value of the debt. Both the hedging instrument and the hedged item are expected to be held to maturity.
The group has identified the following sources of ineffectiveness, which are not expected to be material:
• derivative counterparty’s credit risk which is not offset by the hedged item. This risk is mitigated by entering into derivative transactions only
with high credit quality counterparties; and
• sensitivity to interest rate between the hedged item and the derivatives. This is driven by differences in payment frequencies between the
instrument and the bond.
The tables below summarize the change in the fair value of hedging instruments and the hedged item used to calculate ineffectiveness in the
period. The signage convention for changes in fair value presented in this table is consistent with that presented in Note 27.
$ million
Change in fair
value of Change in fair
hedging value of
instrument hedged item Hedge
used to used to ineffectiveness
calculate calculate recognized in
At 31 December 2019 ineffectiveness ineffectiveness profit or (loss)
Fair value hedges

Interest rate risk on finance debt (764) 737 27
Interest rate and foreign currency risk on finance debt (336) 286 50
At 31 December 2018
Fair value hedges

Interest rate risk on finance debt (70) 69 (1)
Interest rate and foreign currency risk on finance debt 812 (809) 3

The tables below summarize the carrying amount of the derivatives designated as hedging instruments in fair value hedge relationships at 31
December.
$ million
Nominal
Carrying amount of hedging
amounts of
instrument
hedging
At 31 December 2019 Assets Liabilities instruments
Fair value hedges

Interest rate risk on finance debt 138 (35) 13,442
Interest rate and foreign currency risk on finance debt 344 (637) 21,296
At 31 December 2018
Fair value hedges

Interest rate risk on finance debt 262 (445) 24,513
Interest rate and foreign currency risk on finance debt 158 (789) 16,580
All hedging instruments are presented within derivative financial instruments on the group balance sheet. Ineffectiveness arising on fair value
hedges is included within the production and manufacturing expenses section of the income statement.
The tables below summarize the profile by tenor of the nominal amount of the derivatives designated as hedging instruments in fair value
hedge relationships at 31 December. The weighted average floating interest rate of these interest rate swaps and cross-currency interest rate
swaps was 2.36% (2018 3.04%) and 3.27% (2018 4.07%) respectively.
$ million
Less than 1
At 31 December 2019 year 1-2 years 2-3 years 3-4 years 4-5 years 5-10 years Over 10 years Total
Fair value hedges

Interest rate risk on finance debt 3,000 2,576 4,039 1,200 206 2,421 — 13,442
Interest rate and foreign currency
risk on finance debt 882 672 1,400 2,777 3,109 10,216 2,240 21,296
At 31 December 2018
Fair value hedges

Interest rate risk on finance debt 2,694 2,324 2,597 4,923 1,700 10,275 — 24,513
Interest rate and foreign currency
risk on finance debt — 1,245 1,167 707 2,921 10,254 286 16,580
The tables below summarize the carrying amount, and the accumulated fair value adjustments included within the carrying amount, of the
hedged items designated in fair value hedge relationships at 31 December.
$ million
Accumulated fair value adjustment included in the
Carrying amount of hedged item carrying amount of hedged items
Discontinued
At 31 December 2019 Assets Liabilities Assets Liabilities hedges
Fair value hedges

Interest rate risk on finance debt — (13,441) — (100) (714)
Interest rate and foreign currency risk on finance debt — (21,240) — (525) —
At 31 December 2018
Fair value hedges

Interest rate risk on finance debt — (24,747) 175 — (360)
Interest rate and foreign currency risk on finance debt — (16,883) — (62) —
The hedged item for all fair value hedges is presented within finance debt on the group balance sheet.

Movement in reserves related to hedge accounting
The table below provides a reconciliation of the cash flow hedge and costs of hedging reserves on a pre-tax basis by risk category. The signage
convention of this table is consistent with that presented in Note 32.
$ million
Costs of
hedging
Cash flow hedge reserve reserve
Interest rate
Highly and foreign
probable Highly currency risk
forecast capital probable Purchase of on finance
expenditure forecast sales equitya debt Total
At 1 January 2019 (21) (6) (651) (223) (901)

Recognized in other comprehensive income
Cash flow hedges marked to market (3) (100) — — (103)
Cash flow hedges reclassified to the income statement - hedged
item affected profit or loss — 106 — — 106
Costs of hedging marked to market — — — (4) (4)
Costs of hedging reclassified to the income statement — — — 57 57
(3) 6 — 53 56
Cash flow hedges transferred to the balance sheet 23 — — — 23
At 31 December 2019 (1) — (651) (170) (822)
$ million
Costs of
Cash flow hedge reserve hedging reserve
Interest rate
Highly probable and foreign
forecast capital Highly probable Purchase of currency risk on
expenditure forecast sales equitya finance debt Total
At 31 December 2017 (10) — (651) — (661)

Adjustment on adoption of IFRS 9 — — — (37) (37)
At 1 January 2018 (10) — (651) (37) (698)
Recognized in other comprehensive income
Cash flow hedges marked to market (37) (126) — — (163)
Cash flow hedges reclassified to the income statement - hedged
item affected profit or loss — 120 — — 120
Costs of hedging marked to market — — — (244) (244)
Costs of hedging reclassified to the income statement — — — 58 58
(37) (6) — (186) (229)
Cash flow hedges transferred to the balance sheet 26 — — — 26
At 31 December 2018 (21) (6) (651) (223) (901)
a
See Note 32 for further information on the cash flow hedge reserve relating to the purchase of equity
Substantially all of the cash flow hedge reserve balances and all of the amounts reclassified into profit or loss during the year relate to
continuing hedge relationships. Amounts deferred in the cash flow hedge reserve that have been reclassified to profit or loss are presented in
sales and other operating revenues in the income statement.
Costs of hedging relates to the foreign currency basis spreads of hedging instruments used to hedge the group's interest rate and foreign
currency risk on debt which is a time-period related item.

31. Called-up share capital
The allotted, called up and fully paid share capital at 31 December was as follows:
2019 2018 2017
Shares Shares Shares
Issued thousand $ million thousand $ million thousand $ million
8% cumulative first preference shares of £1 eacha 7,233 12 7,233 12 7,233 12

9% cumulative second preference shares of £1 eacha 5,473 9 5,473 9 5,473 9
21 21 21
Ordinary shares of 25 cents each
At 1 January 21,525,464 5,381 21,288,193 5,322 21,049,696 5,263
Issue of new shares for the scrip dividend programme 208,927 52 195,305 49 289,789 72
Issue of new shares for employee share-based
payment plans 37,400 9 92,168 23 — —
Issue of new shares – other — — — — — —
Repurchase of ordinary share capital (235,951) (59) (50,202) (13) (51,292) (13)
At 31 December 21,535,840 5,383 21,525,464 5,381 21,288,193 5,322
5,404 5,402 5,343
a
The nominal amount of 8% cumulative first preference shares and 9% cumulative second preference shares that can be in issue at any time shall not exceed £10,000,000 for each class of
preference shares.
Voting on substantive resolutions tabled at a general meeting is on a poll. On a poll, shareholders present in person or by proxy have two votes
for every £5 in nominal amount of the first and second preference shares held and one vote for every ordinary share held. On a show-of-hands
vote on other resolutions (procedural matters) at a general meeting, shareholders present in person or by proxy have one vote each.
In the event of the winding up of the company, preference shareholders would be entitled to a sum equal to the capital paid up on the
preference shares, plus an amount in respect of accrued and unpaid dividends and a premium equal to the higher of (i) 10% of the capital paid
up on the preference shares and (ii) the excess of the average market price of such shares on the London Stock Exchange during the previous
six months over par value.
During 2019 the company repurchased 236 million ordinary shares for a total consideration of $1,511 million, including transaction costs of $8
million, as part of the share repurchase programme announced on 31 October 2017. All shares purchased were for cancellation. The
repurchased shares represented 1.1% of ordinary share capital. A further 120 million of shares have been repurchased in January 2020 at a
total cost of $776 million. The number of shares in issue is reduced when shares are repurchased.
Treasury sharesa
2019 2018 2017
Shares Nominal value Shares Nominal value Shares Nominal value
thousand $ million thousand $ million thousand $ million
At 1 January 1,426,265 356 1,482,072 370 1,614,657 403
Purchases for settlement of employee share plans 1,118 — 757 — 4,423 1
Issue of new shares for employee share-based
payment plans 37,400 9 92,168 23 — —
Shares re-issued for employee share-based payment
plans (167,927) (42) (148,732) (37) (137,008) (34)
At 31 December 1,296,856 323 1,426,265 356 1,482,072 370
Of which – shares held in treasury by BP 1,163,077 290 1,264,732 316 1,472,343 368
– shares held in ESOP trusts 133,707 33 161,518 40 9,705 2
– shares held by BP’s US share plan
administratorb 72 — 15 — 24 —
a
See Note 32 for definition of treasury shares.
b
Held in the form of ADSs to meet the requirements of employee share-based payment plans in the US.
For each year presented, the balance at 1 January represents the maximum number of shares held in treasury by BP during the year,
representing 5.9% (2018 6.9% and 2017 7.5%) of the called-up ordinary share capital of the company.
During 2019, the movement in shares held in treasury by BP represented less than 0.5% (2018 less than 1.0% and 2017 less than 0.5%) of the
ordinary share capital of the company.

32. Capital and reserves
Total
Share Capital share capital
Share premium redemption Merger and capital
capital account reserve reserve reserves
At 31 December 2018 5,402 12,305 1,439 27,206 46,352
Adjustment on adoption of IFRS 16, net of tax — — — — —
At 1 January 2019 5,402 12,305 1,439 27,206 46,352
Profit (loss) for the year — — — — —
Currency translation differences (including reclassifications) — — — — —
Cash flow hedges and costs of hedging (including reclassifications) — — — — —
Share of items relating to equity-accounted entities, net of taxa — — — — —
Other — — — — —
Remeasurements of the net pension and other post-retirement benefit liability or asset — — — — —
Cash flow hedges that will subsequently be transferred to the balance sheet — — — — —
Total comprehensive income — — — — —
Dividends 52 (52) — — —
Cash flow hedges transferred to the balance sheet, net of tax — — — — —
Repurchases of ordinary share capital (59) — 59 — —
Share-based payments, net of taxb 9 164 — — 173
Share of equity-accounted entities’ changes in equity, net of tax — — — — —
Transactions involving non-controlling interests, net of taxc — — — — —
At 31 December 2019 5,404 12,417 1,498 27,206 46,525
At 31 December 2017 5,343 12,147 1,426 27,206 46,122

Adjustment on adoption of IFRS 9, net of tax — — — — —
At 1 January 2018 5,343 12,147 1,426 27,206 46,122
Cash flow hedges and costs of hedging (including reclassifications) — — — — —
Other — — — — —
Cash flow hedges that will subsequently be transferred to the balance sheet — — — — —
Dividends 49 (49) — — —
Cash flow hedges transferred to the balance sheet, net of tax — — — — —
Share-based payments, net of taxb 23 207 — — 230
Transactions involving non-controlling interests, net of tax — — — — —
At 31 December 2018 5,402 12,305 1,439 27,206 46,352
At 1 January 2017 5,284 12,219 1,413 27,206 46,122

Available-for-sale investments (including reclassifications) — — — — —
Cash flow hedges (including reclassifications) — — — — —
Other — — — — —
Dividends 72 (72) — — —
Share-based payments, net of taxb — — — — —
Transactions involving non-controlling interests, net of taxd — — — — —
At 31 December 2017 5,343 12,147 1,426 27,206 46,122
a
Principally foreign exchange effects relating to the Russian rouble.
b
Movements in treasury shares relate to employee share-based payment plans.

32. Capital and reserves – continued
$ million
Foreign
currency Available- Total Profit and BP Non-
Treasury translation for-sale Cash flow Costs of fair value loss shareholders’ controlling
shares reserve investments hedges hedging reserves account equity interests Total equity
(15,767) (8,902) — (777) (210) (987) 78,748 99,444 2,104 101,548

— — — — — — (329) (329) (1) (330)
(15,767) (8,902) — (777) (210) (987) 78,419 99,115 2,103 101,218
— — — — — — 4,026 4,026 164 4,190
— 2,407 — — — — — 2,407 9 2,416

— — — 5 50 55 — 55 — 55
— — — — — — 82 82 — 82
— — — — — — (64) (64) — (64)
— — — — — — 171 171 — 171

— — — (3) — (3) — (3) — (3)
— 2,407 — 2 50 52 4,215 6,674 173 6,847
— — — — — — (6,929) (6,929) (213) (7,142)
— — — 23 — 23 — 23 — 23
— — — — — — (1,511) (1,511) — (1,511)
1,355 — — — — — (809) 719 — 719
— — — — — — 5 5 — 5
— — — — — — 316 316 233 549
(14,412) (6,495) — (752) (160) (912) 73,706 98,412 2,296 100,708
(16,958) (5,156) 17 (760) — (743) 75,226 98,491 1,913 100,404

— — (17) — (37) (54) (126) (180) — (180)
(16,958) (5,156) — (760) (37) (797) 75,100 98,311 1,913 100,224
— — — — — — 9,383 9,383 195 9,578
— (3,746) — — — — — (3,746) (41) (3,787)

— — — (6) (173) (179) — (179) — (179)
— — — — — — 417 417 — 417
— — — — — — 7 7 — 7
— — — — — — 1,599 1,599 — 1,599

— — — (37) — (37) — (37) — (37)
— (3,746) — (43) (173) (216) 11,406 7,444 154 7,598
— — — — — — (6,699) (6,699) (170) (6,869)
— — — 26 — 26 — 26 — 26
— — — — — — (355) (355) — (355)
1,191 — — — — — (718) 703 — 703
— — — — — — 14 14 — 14
— — — — — — — — 207 207
(15,767) (8,902) — (777) (210) (987) 78,748 99,444 2,104 101,548
(18,443) (6,878) 3 (1,156) — (1,153) 75,638 95,286 1,557 96,843

— — — — — — 3,389 3,389 79 3,468
— 1,722 — — — — (3) 1,719 52 1,771

— — 14 — — 14 — 14 — 14
— — — 396 — 396 — 396 — 396
— — — — — — 564 564 — 564
— — — — — — (72) (72) — (72)
— — — — — — 2,343 2,343 — 2,343

— 1,722 14 396 — 410 6,221 8,353 131 8,484
— — — — — — (6,153) (6,153) (141) (6,294)
— — — — — — (343) (343) — (343)
1,485 — — — — — (798) 687 — 687
— — — — — — 215 215 — 215
— — — — — — 446 446 366 812
(16,958) (5,156) 17 (760) — (743) 75,226 98,491 1,913 100,404
c
Principally relates to the sale of a 49% interest in BP's retail property portfolio in Australia.
d
Principally relates to the initial public offering of common units in BP Midstream Partners LP for which net proceeds of $811 million were received.

Share capital
The balance on the share capital account represents the aggregate nominal value of all ordinary and preference shares in issue, including
treasury shares.
Share premium account
The balance on the share premium account represents the amounts received in excess of the nominal value of the ordinary and preference
shares.
Capital redemption reserve
The balance on the capital redemption reserve represents the aggregate nominal value of all the ordinary shares repurchased and cancelled.
Merger reserve
The balance on the merger reserve represents the fair value of the consideration given in excess of the nominal value of the ordinary shares
issued in an acquisition made by the issue of shares.
Treasury shares
Treasury shares represent BP shares repurchased and available for specific and limited purposes. For accounting purposes shares held in
Employee Share Ownership Plans (ESOPs) and BP’s US share plan administrator to meet the future requirements of the employee share-
based payment plans are treated in the same manner as treasury shares and are, therefore, included in the financial statements as treasury
shares. The ESOPs are funded by the group and have waived their rights to dividends in respect of such shares held for future awards. Until
such time as the shares held by the ESOPs vest unconditionally to employees, the amount paid for those shares is shown as a reduction in
shareholders’ equity. Assets and liabilities of the ESOPs are recognized as assets and liabilities of the group.
Foreign currency translation reserve
The foreign currency translation reserve records exchange differences arising from the translation of the financial statements of foreign
operations. Upon disposal of foreign operations, the related accumulated exchange differences are reclassified to the income statement.
Available-for-sale investments
This reserve recorded the changes in fair value of investments classified as available-for-sale under IAS 39 except for impairment losses,
foreign exchange gains or losses, or changes arising from revised estimates of future cash flows. On adoption of IFRS 9 the balance in this
reserve was transferred to the profit and loss account reserve. Under the new standard the group recognizes fair value gains and losses on
these investments in profit or loss.
Cash flow hedges
This reserve records the portion of the gain or loss on a hedging instrument in a cash flow hedge that is determined to be an effective hedge.
It includes $651 million relating to the acquisition of an 18.5% interest in Rosneft in 2013 which will only be reclassified to the income
statement if the investment in Rosneft is either sold or impaired. For further information on the accounting for cash flow hedges see Note 1 -
Derivative financial instruments and hedging activities.
Costs of hedging
This reserve records the change in fair value of the foreign currency basis spread of financial instruments to which cost of hedge accounting
has been applied. The accumulated amount relates to time-period related hedged items and is amortized to profit or loss over the term of the
hedging relationship.
Prior to the group’s adoption of IFRS 9 changes in the fair value of such foreign currency basis spreads were recognized in profit or loss. On
adoption of the new standard a transfer from the profit and loss account reserve to the costs of hedging reserve was made in order to reflect
the opening reserves position for relevant hedging instruments existing on transition. For further information on the accounting for costs of
hedging see Note 1 - Derivative financial instruments and hedging activities.
Profit and loss account
The balance held on this reserve is the accumulated retained profits of the group.

The pre-tax amounts of each component of other comprehensive income, and the related amounts of tax, are shown in the table below.
$ million
2019
Pre-tax Tax Net of tax
Currency translation differences (including reclassifications) 2,418 (2) 2,416
Cash flow hedges (including reclassifications) 6 (1) 5
Costs of hedging (including reclassifications) 53 (3) 50
Share of items relating to equity-accounted entities, net of tax 82 — 82
Other — (64) (64)
Remeasurements of the net pension and other post-retirement benefit liability or asset 328 (157) 171
Cash flow hedges that will subsequently be transferred to the balance sheet (3) — (3)
Other comprehensive income 2,884 (227) 2,657
$ million
2018
Currency translation differences (including reclassifications) (3,771) (16) (3,787)
Cash flow hedges (including reclassifications) (6) — (6)
Costs of hedging (including reclassifications) (186) 13 (173)
Other — 7 7
Remeasurements of the net pension and other post-retirement benefit liability or asset 2,317 (718) 1,599
Cash flow hedges that will subsequently be transferred to the balance sheet (37) — (37)
Other comprehensive income (1,266) (714) (1,980)
$ million
2017
Currency translation differences (including reclassifications) 1,866 (95) 1,771
Available-for-sale investments (including reclassifications) 14 — 14
Cash flow hedges (including reclassifications) 425 (29) 396
Other — (72) (72)
Remeasurements of the net pension and other post-retirement benefit liability or asset 3,646 (1,303) 2,343
Other comprehensive income 6,515 (1,499) 5,016
33. Contingent liabilities

There were contingent liabilities at 31 December 2019 in respect of guarantees and indemnities entered into as part of the ordinary course of
the group’s business. No material losses are likely to arise from such contingent liabilities. Further information on financial guarantees is
included in Note 29.
In the normal course of the group’s business, BP group entities are subject to legal and regulatory proceedings arising out of current and past
operations, including matters related to commercial disputes, product liability, antitrust, commodities trading, premises-liability claims,
consumer protection, general health, safety, climate change and environmental claims and allegations of exposures of third parties to toxic
substances, such as lead pigment in paint, asbestos and other chemicals. The amounts claimed could be significant and could be material to
the group’s results of operations, financial position or liquidity. While it is difficult to predict the ultimate outcome in some cases, BP expects
that the impact of current legal and regulatory proceedings on the group‘s results of operations, liquidity or financial position will not be
material.
The group files tax returns in many jurisdictions throughout the world. Various tax authorities are currently examining the group’s tax returns.
Tax returns contain matters that could be subject to differing interpretations of applicable tax laws and regulations including the tax
deductibility of certain intercompany charges. The resolution of tax positions through negotiations with relevant tax authorities, or through
litigation, can take several years to complete and the amounts could be significant and could, in aggregate, be material to the group’s results of
operations, financial position or liquidity. While it is difficult to predict the ultimate outcome in some cases, BP does not expect there to be any
material impact upon the group‘s results of operations, financial position or liquidity.

33. Contingent liabilities – continued
The group is subject to numerous national and local health, safety and environmental laws and regulations concerning its products, operations
and other activities. These laws and regulations may require the group to take future action to remediate the effects on the environment of
prior disposal or release of chemicals or petroleum substances by the group or other parties. Such contingencies may exist for various sites
including refineries, chemical plants, oil fields, commodities extraction sites, service stations, terminals and waste disposal sites. In addition,
the group may have obligations relating to prior asset sales or closed facilities. The ultimate requirement for remediation and its costs are
inherently difficult to estimate. However, the estimated cost of environmental obligations has been provided in these accounts in accordance
with the group‘s accounting policies. While the amounts of future possible costs that are not provided for could be significant and material to
the group‘s results of operations in the period in which they are recognized, it is not possible to estimate the amounts involved. BP does not
expect these costs to have a material impact on the group’s results of operations, financial position or liquidity.
If oil and natural gas production facilities and pipelines are sold to third parties and the subsequent owner is unable to meet their
decommissioning obligations it is possible that, in certain circumstances, BP could be partially or wholly responsible for decommissioning.
While the amounts associated with decommissioning provisions reverting to the group could be significant and could be material, BP is not
currently aware of any such cases that have a greater than remote chance of reverting to the group. Furthermore, as described in Provisions
and contingencies within Note 1, decommissioning provisions associated with downstream and petrochemical facilities are not generally
recognized as the potential obligations cannot be measured given their indeterminate settlement dates.
See also Legal proceedings on pages 319-320.
Contingent liabilities related to the Gulf of Mexico oil spill
For information on legal proceedings relating to the Deepwater Horizon oil spill, see Legal proceedings on pages 319-320. Any further
outstanding Deepwater Horizon related claims are not expected to have a material impact on the group's financial performance.
34. Remuneration of senior management and non-executive directors

Remuneration of directors
$ million
2019 2018 2017
Total for all directors
Emoluments 9 8 9
Amounts received under incentive schemesa 20 16 9
Total 29 24 18
a
Excludes amounts relating to past directors.
Emoluments
These amounts comprise fees paid to the non-executive chairman and the non-executive directors and, for executive directors, salary and
benefits earned during the relevant financial year, plus cash bonuses awarded for the year.
Pension contributions
During 2019 one executive director participated in a UK final salary pension plan in respect of service prior to 1 April 2011. During 2019, one
executive director participated in retirement savings plans established for US employees and in a US defined benefit pension plan in respect of
service prior to 1 September 2016.
Further information
Full details of individual directors’ remuneration are given in the Directors’ remuneration report on page 100. See also Related-party
transactions on page 321.
Remuneration of directors and senior management
$ million
2019 2018 2017
Total for all senior management and non-executive directors
Short-term employee benefits 30 25 29
Pensions and other post-retirement benefits 2 2 2
Share-based payments 32 32 29
Total 64 59 60
Senior management comprises members of the executive team, see pages 78-79 for further information.
Short-term employee benefits
These amounts comprise fees and benefits paid to the non-executive chairman and non-executive directors, as well as salary, benefits and
cash bonuses for senior management. Deferred annual bonus awards, to be settled in shares, are included in share-based payments. Short
term employee benefits includes compensation for loss of office of $nil in 2019 (2018 $nil and 2017 $nil).
Pensions and other post-retirement benefits
The amounts represent the estimated cost to the group of providing pensions and other post-retirement benefits to senior management in
respect of the current year of service measured in accordance with IAS 19 ‘Employee Benefits’.
This is the cost to the group of senior management’s participation in share-based payment plans, as measured by the fair value of options and
shares granted, accounted for in accordance with IFRS 2 ‘Share-based Payments’.

35. Employee costs and numbers
$ million
Employee costs 2019 2018 2017
Wages and salariesa 7,497 7,931 7,572
Social security costs 733 743 711
Share-based paymentsb 694 669 624
Pension and other post-retirement benefit costs 948 1,154 1,296
9,872 10,497 10,203
2019 2018 2017

Average number of employeesc US Non-US Total US Non-US Total US Non-US Total
Upstream 5,800 11,000 16,800 5,900 11,500 17,400 6,200 12,200 18,400
Downstreamd 5,700 37,300 43,000 6,000 36,300 42,300 6,100 35,900 42,000
Other businesses and corporatee 2,100 10,600 12,700 1,900 12,100 14,000 1,900 12,400 14,300
13,600 58,900 72,500 13,800 59,900 73,700 14,200 60,500 74,700
a
Includes termination costs of $182 million (2018 $493 million and 2017 $189 million).
b
The group provides certain employees with shares and share options as part of their remuneration packages. The majority of these share-based payment arrangements are equity-settled.
c
Reported to the nearest 100.
d
Includes 18,100 (2018 17,100 and 2017 16,500) service station staff.
e
Includes 2,500 (2018 4,000 and 2017 4,700) agricultural, operational and seasonal workers in Brazil.
36. Auditor’s remuneration

$ million
Fees 2019 2018 2017
The audit of the company annual accountsa 32 25 26
The audit of accounts of subsidiaries of the company 11 10 11
Total audit 43 35 37
Audit-related assurance servicesb 4 4 7
Total audit and audit-related assurance services 47 39 44
Non-audit and other assurance services 1 2 3
Total non-audit or non-audit-related assurance services 1 2 3
Services relating to BP pension plans 1 1 —
49 42 47
a
Fees in respect of the audit of the accounts of BP p.l.c. including the group’s consolidated financial statements.
b
Includes interim reviews and audit of internal control over financial reporting and non-statutory audit services.
With effect from 2018, following a competitive tender process, Deloitte LLP (Deloitte) was appointed as auditor of the Company, replacing
Ernst & Young LLP (EY). In the table above, auditor’s remuneration for services provided during the years ended 31 December 2019 and 31
December 2018 thus relates to Deloitte and for the year ended 31 December 2017 EY.
2019 includes $3.6 million of additional fees for 2018. In addition to the amounts shown in the table above, in 2018 $0.75 million of additional
fees were paid to EY in respect of their audit for 2017. Auditor's remuneration is included in the income statement within distribution and
administration expenses.
Tax services (in relation to income tax, indirect tax compliance, employee tax services and tax advisory services) were $nil in all periods
presented.
The audit committee has established pre-approval policies and procedures for the engagement of Deloitte to render audit and certain
assurance and other services. The audit fees payable to Deloitte were considered as part of the audit tender process in 2016 and challenged by
the audit committee through comparison with the audit pricing proposals of the other bidding firms, before being approved. Deloitte performed
further assurance services that were not prohibited by regulatory or other professional requirements and were pre-approved by the
Committee. Deloitte is engaged for these services when its expertise and experience of BP are important. Most of this work is of an audit-
related or assurance nature.
Under SEC regulations, the remuneration of the auditor of $49 million (2018 $42 million and 2017 $47 million) is required to be presented as
follows: audit $43 million (2018 $35 million and 2017 $37 million); other audit-related $4 million (2018 $4 million and 2017 $7 million); tax $nil
(2018 $nil and 2017 $nil); and all other fees $3 million (2018 $3 million and 2017 $3 million).

37. Subsidiaries, joint arrangements and associates
The more important subsidiaries and associates of the group at 31 December 2019 and the group percentage of ordinary share capital (to
nearest whole number) are set out below. There are no individually significant incorporated joint arrangements. The group's share of the assets
and liabilities of the more important unincorporated joint arrangements are held by subsidiaries listed in the table below. Those subsidiaries
held directly by the parent company are marked with an asterisk (*), the percentage owned being that of the group unless otherwise indicated.
A complete list of undertakings of the group is included in Note 14 in the parent company financial statements of BP p.l.c. which are filed with
the Registrar of Companies in the UK, along with the group’s annual report.
Country of
Subsidiaries % incorporation Principal activities
International
BP Corporate Holdings 100 England & Wales Investment holding
BP Exploration Operating Company 100 England & Wales Exploration and production
*BP Global Investments 100 England & Wales Investment holding
*BP International 100 England & Wales Integrated oil operations
BP Oil International 100 England & Wales Integrated oil operations
*Burmah Castrol 100 Scotland Lubricants
Angola
BP Exploration (Angola) 100 England & Wales Exploration and production
Azerbaijan
BP Exploration (Caspian Sea) 100 England & Wales Exploration and production
BP Exploration (Azerbaijan) 100 England & Wales Exploration and production
Canada
*BP Holdings Canada 100 England & Wales Investment holding
Egypt
BP Exploration (Delta) 100 England & Wales Exploration and production
Germany
BP Europa SE 100 Germany Refining and marketing
India
BP Exploration (Alpha) 100 England & Wales Exploration and production
Trinidad & Tobago
BP Trinidad and Tobago 70 US Exploration and production
UK
BP Capital Markets 100 England & Wales Finance
US
*BP Holdings North America 100 England & Wales Investment holding
Atlantic Richfield Company 100 US
BP America 100 US
BP America Production Company 100 US
BP Company North America 100 US Exploration and production, refining and
BP Corporation North America 100 US marketing
BP Exploration (Alaska) 100 US
BP Products North America 100 US
Standard Oil Company 100 US
BP Capital Markets America 100 US Finance
Country of
Associates % incorporation Principal activities
Russia
Rosneft Oil Company 19.75 Russia Integrated oil operations

38. Condensed consolidating information on certain US subsidiaries
BP p.l.c. fully and unconditionally guarantees the payment obligations of its 100%-owned subsidiary BP Exploration (Alaska) Inc. under the BP
Prudhoe Bay Royalty Trust. As described in Note 2, in 2020 BP expects, subject to governmental authorizations, to complete the sale of all of
its Alaska operations, including its interest in BP Exploration (Alaska) Inc., to Hilcorp Energy. Following completion of the sale, BP will continue
to fully and unconditionally guarantee the payment obligations of BP Exploration (Alaska) Inc. to the BP Prudhoe Bay Royalty Trust. The
following financial information for BP p.l.c., BP Exploration (Alaska) Inc. and all other subsidiaries on a condensed consolidating basis is
intended to provide investors with meaningful and comparable financial information about BP p.l.c. and its subsidiary issuers of registered
securities and is provided pursuant to Rule 3-10 of Regulation S-X in lieu of the separate financial statements of each subsidiary issuer of public
debt securities. Non-current assets for BP p.l.c. includes investments in subsidiaries recorded under the equity method for the purposes of the
condensed consolidating financial information. Equity-accounted income of subsidiaries is the group’s share of profit related to such
investments. The eliminations and reclassifications column includes the necessary amounts to eliminate the intercompany balances and
transactions between BP p.l.c., BP Exploration (Alaska) Inc. and other subsidiaries. The financial information presented in the following tables
for BP Exploration (Alaska) Inc. incorporates subsidiaries of BP Exploration (Alaska) Inc. using the equity method of accounting and excludes
the BP group’s midstream operations in Alaska that are reported through different legal entities and that are included within the ‘other
subsidiaries’ column in these tables. BP p.l.c. also fully and unconditionally guarantees securities issued by BP Capital Markets p.l.c. and BP
Capital Markets America Inc. These companies are 100%-owned finance subsidiaries of BP p.l.c.
Income statement
$ million
2019
Issuer Guarantor
Eliminations
BP Exploration Other and
(Alaska) Inc. BP p.l.c. subsidiaries reclassifications BP group
Sales and other operating revenues 4,413 — 278,111 (4,127) 278,397

Earnings from joint ventures - after interest and tax — — 576 — 576
Earnings from associates - after interest and tax — — 2,681 — 2,681
Equity-accounted income of subsidiaries - after interest and tax — 5,916 — (5,916) —
Interest and other income 42 385 2,284 (1,942) 769
Gains on sale of businesses and fixed assets 4 — 189 — 193
Total revenues and other income 4,459 6,301 283,841 (11,985) 282,616
Purchases 2,361 — 211,438 (4,127) 209,672
Production and manufacturing expenses 907 — 20,908 — 21,815
Production and similar taxes 163 — 1,384 — 1,547
Depreciation, depletion and amortization 169 — 17,611 — 17,780
Impairment and losses on sale of businesses and fixed assets 747 — 7,328 — 8,075
Exploration expense — — 964 — 964
Distribution and administration expenses 75 803 10,333 (154) 11,057
Profit (loss) before interest and taxation 37 5,498 13,875 (7,704) 11,706
Finance costs 17 1,569 3,691 (1,788) 3,489
Net finance (income) expense relating to pensions and other post-
retirement benefits — (153) 216 — 63
Profit (loss) before taxation 20 4,082 9,968 (5,916) 8,154
Taxation (40) 56 3,948 — 3,964
Profit (loss) for the year 60 4,026 6,020 (5,916) 4,190
Attributable to
BP shareholders 60 4,026 5,856 (5,916) 4,026
Non-controlling interests — — 164 — 164
60 4,026 6,020 (5,916) 4,190

38. Condensed consolidating information on certain US subsidiaries – continued
Income statement continued
$ million
2018
Issuer Guarantor
BP Exploration Other Eliminations and

Earnings from joint ventures - after interest and tax — — 897 — 897
Gains on sale of businesses and fixed assets — — 456 — 456
Purchases 1,507 — 232,550 (4,179) 229,878
Production and manufacturing expenses 1,015 — 21,990 — 23,005
Production and similar taxes 282 — 1,254 — 1,536
Impairment and losses on sale of businesses and fixed assets 66 — 794 — 860
Exploration expense — — 1,445 — 1,445
Profit (loss) before interest and taxation 1,088 10,673 20,124 (12,507) 19,378
Finance costs 8 1,326 2,759 (1,565) 2,528
Profit (loss) before taxation 1,080 9,442 17,143 (10,942) 16,723
Taxation 164 59 6,922 — 7,145
Attributable to
BP shareholders 916 9,383 10,026 (10,942) 9,383
916 9,383 10,221 (10,942) 9,578
Income statement continued

$ million
2017
Issuer Guarantor

Earnings from joint ventures - after interest and tax — — 1,177 — 1,177
Gains on sale of businesses and fixed assets 71 9 1,139 (9) 1,210
Purchases 1,010 — 181,939 (3,233) 179,716
Production and manufacturing expenses 1,156 — 23,073 — 24,229
Production and similar taxesa (18) — 1,793 — 1,775
Impairment and losses on sale of businesses and fixed assets — — 1,216 — 1,216
Exploration expense — — 2,080 — 2,080
Profit (loss) before interest and taxation 444 4,198 10,321 (5,489) 9,474
Finance costs 6 826 2,286 (1,044) 2,074
Taxation (392) (11) 4,115 — 3,712
Attributable to
BP shareholders 830 3,398 3,606 (4,445) 3,389
830 3,398 3,685 (4,445) 3,468
a
Includes revised non-cash provision adjustments; actual cash payments for Production and similar taxes remain in line with prior year.

Statement of comprehensive income
$ million
2019
Issuer Guarantor
Eliminations

Currency translation differences — 200 1,338 — 1,538
Exchange (gains) or losses on translation of foreign operations
transferred to gain or loss on sale of businesses and fixed assets — — 880 — 880
Cash flow hedges marked to market — — (100) — (100)
Cash flow hedges - recycled to the income statement — — 106 — 106
Costs of hedging market to market — — (4) — (4)
Costs of hedging reclassified to the income statement — — 57 — 57
Share of items relating to equity-accounted entities, net of tax — — 82 — 82
Income tax relating to items that may be reclassified — — (70) — (70)
— 200 2,289 — 2,489
Remeasurements of the net pension and other post-retirement
benefit liability or asset — 732 (404) — 328
Cash flow hedges that will subsequently be transferred to the
balance sheet — — (3) — (3)
Income tax relating to items that will not be reclassified — (331) 174 — (157)
— 401 (233) — 168
Other comprehensive income — 601 2,056 — 2,657
Equity-accounted other comprehensive income of subsidiaries — 2,047 — (2,047) —
Total comprehensive income 60 6,674 8,076 (7,963) 6,847
Attributable to
BP shareholders 60 6,674 7,903 (7,963) 6,674
60 6,674 8,076 (7,963) 6,847
Statement of comprehensive income continued

$ million
2018
Issuer Guarantor
Currency translation differences — (296) (3,475) — (3,771)
Cash flow hedges (including reclassifications) — — (6) — (6)
Costs of hedging (including reclassifications) — — (186) — (186)
Income tax relating to items that may be reclassified — — 4 — 4
— (296) (3,246) — (3,542)
benefit liability or asset — 1,689 628 — 2,317
Cash flow hedges that will subsequently be transferred to the
balance sheet — — (37) — (37)
Income tax relating to items that will not be reclassified — (511) (207) — (718)
— 1,178 384 — 1,562
Other comprehensive income — 882 (2,862) — (1,980)
Equity-accounted other comprehensive income of subsidiaries — (2,821) — 2,821 —
Attributable to
BP shareholders 916 7,444 7,205 (8,121) 7,444
916 7,444 7,359 (8,121) 7,598

Statement of comprehensive income continued
$ million
2017
Issuer Guarantor
Currency translation differences — 166 1,820 — 1,986
Exchange (gains) losses on translation of foreign operations
transferred to gain or loss on sale of businesses and fixed assets — — (120) — (120)
Available-for-sale investments marked to market — — 14 — 14
Cash flow hedges marked to market — — 197 — 197
Cash flow hedges reclassified to the income statement — — 116 — 116
Cash flow hedges reclassified to the balance sheet — — 112 — 112
Income tax relating to items that may be reclassified — — (196) — (196)
— 166 2,507 — 2,673
benefit liability or asset — 2,984 662 — 3,646
Income tax relating to items that will not be reclassified — (1,169) (134) — (1,303)
— 1,815 528 — 2,343
Other comprehensive income — 1,981 3,035 — 5,016
Equity-accounted other comprehensive income of subsidiaries — 2,983 — (2,983) —
Attributable to
BP shareholders 830 8,362 6,589 (7,428) 8,353
830 8,362 6,720 (7,428) 8,484

Balance sheet
$ million
2019
Issuer Guarantor
Non-current assets
Property, plant and equipment — — 132,642 — 132,642
Goodwill — — 11,868 — 11,868
Intangible assets — — 15,539 — 15,539
Investments in joint ventures — — 9,991 — 9,991
Investments in associates — 2 20,332 — 20,334
Other investments — — 1,276 — 1,276
Subsidiaries - equity-accounted basis — 167,895 — (167,895) —
Fixed assets — 167,897 191,648 (167,895) 191,650
Loans — — 32,524 (31,894) 630
Trade and other receivables — 2,771 2,147 (2,771) 2,147
Derivative financial instruments — — 6,314 — 6,314
Prepayments — — 781 — 781
Deferred tax assets — — 4,560 — 4,560
Defined benefit pension plan surpluses — 6,588 465 — 7,053
— 177,256 238,439 (202,560) 213,135
Current assets
Loans — — 339 — 339
Inventories 44 — 20,836 — 20,880
Trade and other receivables 690 135 42,157 (18,540) 24,442
Prepayments — — 857 — 857
Current tax receivable 45 — 1,237 — 1,282
Other investments — — 169 — 169
Cash and cash equivalents — — 22,472 — 22,472
779 135 92,220 (18,540) 74,594
Assets classified as held for sale 5,023 — 2,442 — 7,465
5,802 135 94,662 (18,540) 82,059
Total assets 5,802 177,391 333,101 (221,100) 295,194
Current liabilities
Trade and other payables 436 17,986 46,947 (18,540) 46,829
Accruals 347 21 4,698 — 5,066
Lease liabilities — — 2,067 — 2,067
Finance debt — — 10,487 — 10,487
Current tax payable — — 2,039 — 2,039
Provisions — — 2,453 — 2,453
783 18,007 71,952 (18,540) 72,202
Liabilities directly associated with assets classified as held for sale 706 — 687 — 1,393
1,489 18,007 72,639 (18,540) 73,595
Other payables — 31,927 15,364 (34,665) 12,626
Accruals — — 996 — 996
Lease liabilities — — 7,655 — 7,655
Finance debt — — 57,237 — 57,237
Deferred tax liabilities 456 2,293 7,001 — 9,750
Provisions 114 — 18,384 — 18,498
Defined benefit pension plan and other post-retirement benefit
plan deficits — 202 8,390 — 8,592
570 34,422 120,564 (34,665) 120,891
Total liabilities 2,059 52,429 193,203 (53,205) 194,486
Net assets 3,743 124,962 139,898 (167,895) 100,708
Equity
BP shareholders’ equity 3,743 124,962 137,602 (167,895) 98,412
Non-controlling interests — — 2,296 — 2,296
3,743 124,962 139,898 (167,895) 100,708

Balance sheet continued
$ million
2018
Issuer Guarantor
Non-current assets
Property, plant and equipment 4,445 — 130,816 — 135,261
Goodwill — — 12,204 — 12,204
Intangible assets 598 — 16,686 — 17,284
Investments in joint ventures — — 8,647 — 8,647
Investments in associates — 2 17,671 — 17,673
Other investments — — 1,341 — 1,341
Subsidiaries - equity-accounted basis — 166,311 — (166,311) —
Fixed assets 5,043 166,313 187,365 (166,311) 192,410
Loans — — 32,402 (31,765) 637
Trade and other receivables — 2,600 1,834 (2,600) 1,834
Prepayments — — 1,179 — 1,179
Deferred tax assets — — 3,706 — 3,706
Defined benefit pension plan surpluses — 5,473 482 — 5,955
5,043 174,386 232,113 (200,676) 210,866
Current assets
Loans — — 326 — 326
Inventories 302 — 17,686 — 17,988
Trade and other receivables 2,536 151 38,931 (17,140) 24,478
Prepayments 7 — 956 — 963
Current tax receivable — — 1,019 — 1,019
Other investments — — 222 — 222
Cash and cash equivalents — 13 22,455 — 22,468
2,845 164 85,441 (17,140) 71,310
Total assets 7,888 174,550 317,554 (217,816) 282,176
Current liabilities
Trade and other payables 413 14,634 48,358 (17,140) 46,265
Accruals 89 31 4,506 — 4,626
Lease liabilities — — 44 — 44
Finance debt — — 9,329 — 9,329
Current tax payable 310 — 1,791 — 2,101
Provisions 1 — 2,563 — 2,564
813 14,665 69,899 (17,140) 68,237
Other payables — 31,800 16,395 (34,365) 13,830
Accruals — — 575 — 575
Lease liabilities — — 623 — 623
Finance debt — — 55,803 — 55,803
Deferred tax liabilities 586 1,907 7,319 — 9,812
Provisions 670 — 17,062 — 17,732
Defined benefit pension plan and other post-retirement benefit
plan deficits — 184 8,207 — 8,391
1,256 33,891 111,609 (34,365) 112,391
Total liabilities 2,069 48,556 181,508 (51,505) 180,628
Net assets 5,819 125,994 136,046 (166,311) 101,548
Equity
BP shareholders’ equity 5,819 125,994 133,942 (166,311) 99,444
Non-controlling interests — — 2,104 — 2,104
5,819 125,994 136,046 (166,311) 101,548

Cash flow statement
$ million
2019
Issuer Guarantor
Eliminations
Adjustments to reconcile profit (loss) before taxation to net cash
provided by operating activities
Exploration expenditure written off — — 631 — 631
Impairment and (gain) loss on sale of businesses and fixed assets 743 — 7,139 — 7,882
Earnings from joint ventures and associates — — (3,257) — (3,257)
Dividends received from joint ventures and associates — — 1,962 — 1,962
Equity accounted income of subsidiaries - after interest and tax — (5,916) — 5,916 —
Dividends received from subsidiaries — 6,360 — (6,360) —
Interest receivable (1) — (2,228) 1,788 (441)
Interest received 1 12 2,191 (1,788) 416
Finance costs 17 — 5,260 (1,788) 3,489
Interest paid (6) — (4,652) 1,788 (2,870)
Net finance expense relating to pensions and other post-
Share-based payments — 739 (9) — 730
Net operating charge for pensions and other post-retirement
benefits, less contributions and benefit payments for unfunded
plans — (10) (228) — (238)
Net charge for provisions, less payments 21 — (197) — (176)
(Increase) decrease in inventories (31) — (3,375) — (3,406)
(Increase) decrease in other current and non-current assets (132) (155) (2,048) — (2,335)
Increase (decrease) in other current and non-current liabilities 1,954 3,469 (2,600) — 2,823
Income taxes paid (444) (1) (4,992) — (5,437)
Net cash provided by (used in) operating activities 2,311 8,427 21,392 (6,360) 25,770
Expenditure on property, plant and equipment, intangible and other
assets (173) — (15,245) — (15,418)
Acquisitions, net of cash acquired — — (3,562) — (3,562)
Investment in joint ventures — — (137) — (137)
Investment in associates — — (304) — (304)
Total cash capital expenditure (173) — (19,248) — (19,421)
Proceeds from disposals of fixed assets 19 — 481 — 500
Proceeds from disposals of businesses, net of cash disposed — — 1,701 — 1,701
Proceeds from loan repayments 21 — 225 — 246
Net cash provided by (used in) investing activities (133) — (16,841) — (16,974)
Financing activities
Repurchase of shares — (1,511) — — (1,511)
Lease liability payments (46) — (2,326) — (2,372)
Proceeds from long-term financing — — 8,597 — 8,597
Repayments of long-term financing — — (7,118) — (7,118)
Net increase (decrease) in short-term debt — — 180 — 180
Net increase (decrease) in non-controlling interests — — 566 — 566
Dividends paid
BP shareholders (2,132) (6,929) (4,245) 6,360 (6,946)
Non-controlling interests — — (213) — (213)
Net cash provided by (used in) financing activities (2,178) (8,440) (4,559) 6,360 (8,817)
Currency translation differences relating to cash and cash equivalents — — 25 — 25
Increase (decrease) in cash and cash equivalents — (13) 17 — 4
Cash and cash equivalents at beginning of year — 13 22,455 — 22,468
Cash and cash equivalents at end of year — — 22,472 — 22,472

Cash flow statement continued
$ million
2018
Issuer Guarantor

Profit (loss) before taxation 1,080 9,442 17,143 (10,942) 16,723
Exploration expenditure written off — — 1,085 — 1,085
Impairment and (gain) loss on sale of businesses and fixed assets 66 — 338 — 404
Dividends received from subsidiaries — 3,490 — (3,490) —
Interest receivable (42) (215) (1,776) 1,565 (468)
Finance costs 8 1,326 2,759 (1,565) 2,528
Interest paid (8) (1,326) (2,159) 1,565 (1,928)
Share-based payments — 671 19 — 690
plans — (183) (203) — (386)
Net charge for provisions, less payments 33 — 953 — 986
(Increase) decrease in inventories (62) — 734 — 672
(Increase) decrease in other current and non-current assets (72) 165 (951) (2,000) (2,858)
Increase (decrease) in other current and non-current liabilities (491) 4,509 (6,595) — (2,577)
Income taxes paid (133) — (5,579) — (5,712)
Net cash provided by operating activities 798 7,057 20,508 (5,490) 22,873
assets (273) — (16,434) — (16,707)
Acquisitions, net of cash acquired — — (6,986) — (6,986)
Investment in associates — — (1,013) — (1,013)
Proceeds from disposals of fixed assets — — 940 — 940
Proceeds from disposals of businesses, net of cash disposed 1,475 — 436 — 1,911
Proceeds from loan repayments — — 666 — 666
Net cash provided by (used in) investing activities 1,202 — (22,773) — (21,571)
Repurchase of shares — (355) — — (355)
Lease liability payments — — (35) — (35)
Net increase (decrease) in short-term debt — — 1,317 — 1,317
Dividends paid
BP shareholders (2,000) (6,699) (3,490) 5,490 (6,699)
Net cash provided by (used in) financing activities (2,000) (7,054) (515) 5,490 (4,079)
Currency translation differences relating to cash and cash equivalents — — (330) — (330)
Increase (decrease) in cash and cash equivalents — 3 (3,110) — (3,107)
Cash and cash equivalents at end of year — 13 22,455 — 22,468

Cash flow statement continued
$ million
2017
Issuer Guarantor

Exploration expenditure written off — — 1,603 — 1,603
Impairment and (gain) loss on sale of businesses and fixed assets (71) (9) 77 9 6
Dividends received from (paid to) subsidiaries — 3,183 — (3,183) —
Interest receivable (11) (220) (1,117) 1,044 (304)
Finance costs 6 826 2,286 (1,044) 2,074
Interest paid (6) (826) (1,784) 1,044 (1,572)
Share-based payments — 595 66 — 661
plans — (145) (249) — (394)
Net charge for provisions, less payments (128) — 2,234 — 2,106
(Increase) decrease in inventories (25) — (823) — (848)
(Increase) decrease in other current and non-current assets 108 522 (5,478) — (4,848)
Increase (decrease) in other current and non-current liabilities (830) 3,374 (200) — 2,344
Income taxes paid — — (4,002) — (4,002)
Net cash provided by operating activities 227 6,456 15,431 (3,183) 18,931
assets (321) — (16,241) — (16,562)
Acquisitions, net of cash acquired — — (327) — (327)
Investment in associates — — (901) — (901)
Proceeds from disposals of fixed assets 94 — 2,842 — 2,936
Proceeds from disposals of businesses, net of cash disposed — — 478 — 478
Proceeds from loan repayments — — 349 — 349
Net cash provided by (used in) investing activities (227) — (13,850) — (14,077)
Net issue (repurchase) of shares — (343) — — (343)
Lease liability payments — — (45) — (45)
Net increase (decrease) in short-term debt — — (158) — (158)
Net increase (decrease) in non-controlling interests — — 1,063 — 1,063
Dividends paid
BP shareholders — (6,153) (3,183) 3,183 (6,153)
Net cash provided by (used in) financing activities — (6,496) 17 3,183 (3,296)
Currency translation differences relating to cash and cash equivalents — — 544 — 544
Increase (decrease) in cash and cash equivalents — (40) 2,142 — 2,102
Cash and cash equivalents at end of year — 10 25,576 — 25,586

Supplementary information on oil and natural gas (unaudited)
The regional analysis presented below is on a continent basis, with separate disclosure for countries that contain 15% or more of the total
proved reserves (for subsidiaries plus equity-accounted entities), in accordance with SEC and FASB requirements.
Oil and gas reserves – certain definitions
Unless the context indicates otherwise, the following terms have the meanings shown below:
Proved oil and gas reserves
Proved oil and gas reserves are those quantities of oil and gas, which, by analysis of geoscience and engineering data, can be estimated with
reasonable certainty to be economically producible – from a given date forward, from known reservoirs, and under existing economic
conditions, operating methods, and government regulations – prior to the time at which contracts providing the right to operate expire, unless
evidence indicates that renewal is reasonably certain, regardless of whether deterministic or probabilistic methods are used for the estimation.
The project to extract the hydrocarbons must have commenced or the operator must be reasonably certain that it will commence the project
within a reasonable time.
(i) The area of the reservoir considered as proved includes:
(A) The area identified by drilling and limited by fluid contacts, if any; and
(B) Adjacent undrilled portions of the reservoir that can, with reasonable certainty, be judged to be continuous with it and to contain
economically producible oil or gas on the basis of available geoscience and engineering data.
(ii) In the absence of data on fluid contacts, proved quantities in a reservoir are limited by the lowest known hydrocarbons (LKH) as seen in
a well penetration unless geoscience, engineering, or performance data and reliable technology establishes a lower contact with
reasonable certainty.
(iii) Where direct observation from well penetrations has defined a highest known oil (HKO) elevation and the potential exists for an
associated gas cap, proved oil reserves may be assigned in the structurally higher portions of the reservoir only if geoscience,
engineering, or performance data and reliable technology establish the higher contact with reasonable certainty.
(iv) Reserves which can be produced economically through application of improved recovery techniques (including, but not limited to, fluid
injection) are included in the proved classification when:
(A) Successful testing by a pilot project in an area of the reservoir with properties no more favourable than in the reservoir as a
whole, the operation of an installed programme in the reservoir or an analogous reservoir, or other evidence using reliable
technology establishes the reasonable certainty of the engineering analysis on which the project or programme was based; and
(B) The project has been approved for development by all necessary parties and entities, including governmental entities.
(v) Existing economic conditions include prices and costs at which economic producibility from a reservoir is to be determined. The price
shall be the average price during the 12-month period prior to the ending date of the period covered by the report, determined as an
unweighted arithmetic average of the first-day-of-the-month price for each month within such period, unless prices are defined by
contractual arrangements, excluding escalations based upon future conditions.
Undeveloped oil and gas reserves
Undeveloped oil and gas reserves are reserves of any category that are expected to be recovered from new wells on undrilled acreage, or from
existing wells where a relatively major expenditure is required for recompletion.
(i) Reserves on undrilled acreage shall be limited to those directly offsetting development spacing areas that are reasonably certain of
production when drilled, unless evidence using reliable technology exists that establishes reasonable certainty of economic producibility
at greater distances.
(ii) Undrilled locations can be classified as having undeveloped reserves only if a development plan has been adopted indicating that they
are scheduled to be drilled within five years, unless the specific circumstances, justify a longer time.
(iii) Under no circumstances shall estimates for undeveloped reserves be attributable to any acreage for which an application of fluid
injection or other improved recovery technique is contemplated, unless such techniques have been proved effective by actual projects
in the same reservoir or an analogous reservoir, or by other evidence using reliable technology establishing reasonable certainty.
Developed oil and gas reserves
Developed oil and gas reserves are reserves of any category that can be expected to be recovered:
(i) Through existing wells with existing equipment and operating methods or in which the cost of the required equipment is relatively
minor compared to the cost of a new well; and
(ii) Through installed extraction equipment and infrastructure operational at the time of the reserves estimate if the extraction is by means
not involving a well.
For details on BP’s proved reserves and production compliance and governance processes, see pages 308-313.

Oil and natural gas exploration and production activities
$ million
2019
North South
Europe America America Africa Asia Australasia Total
Rest of
Rest of North Rest of
UK Europe US America Russia Asia
Subsidiaries
Capitalized costs at 31 Decembera b
Gross capitalized costs
Proved properties 31,655 — 67,319 3,421 15,194 48,150 — 42,629 6,300 214,668
Unproved properties 425 — 3,106 2,547 3,262 3,495 — 1,865 606 15,306
32,080 — 70,425 5,968 18,456 51,645 — 44,494 6,906 229,974
Accumulated depreciation 18,481 — 35,379 409 9,922 35,572 — 22,481 3,924 126,168
Net capitalized costs 13,599 — 35,046 5,559 8,534 16,073 — 22,013 2,982 103,806
Costs incurred for the year ended 31 Decembera b

Acquisition of properties
Proved 2 — 5 — — — — 188 — 195
Unproved 13 — 50 1 220 18 — — — 302
15 — 55 1 220 18 — 188 — 497
Exploration and appraisal costsc 128 — 271 15 220 417 2 171 61 1,285
Development 717 — 4,047 33 737 2,530 — 2,614 137 10,815
Total costs 860 — 4,373 49 1,177 2,965 2 2,973 198 12,597
Results of operations for the year ended 31 Decembera

Sales and other operating revenuesd
Third parties 229 — 1,780 274 1,620 2,736 2 1,588 1,142 9,371
Sales between businesses 2,345 — 10,785 1 142 2,815 — 7,596 554 24,238
2,574 — 12,565 275 1,762 5,551 2 9,184 1,696 33,609
Exploration expenditure 157 — 233 13 124 222 2 187 26 964
Production costs 607 — 2,742 118 437 1,045 — 961 131 6,041
Production taxes (75) — 315 — 293 — — 951 63 1,547
Other costs (income)e (308) — 2,527 67 92 33 42 (124) 153 2,482
Depreciation, depletion and amortization 1,383 — 4,456 118 1,056 3,806 2 2,384 297 13,502
Net impairments and (gains) losses on
sale of businesses and fixed assets 483 (10) 5,726 (1) 160 151 — 1 — 6,510
2,247 (10) 15,999 315 2,162 5,257 46 4,360 670 31,046
Profit (loss) before taxationf 327 10 (3,434) (40) (400) 294 (44) 4,824 1,026 2,563
Allocable taxes (141) — (776) (76) (234) 593 (8) 3,078 392 2,828
Results of operations 468 10 (2,658) 36 (166) (299) (36) 1,746 634 (265)
Upstream and Rosneft segments replacement cost profit (loss) before interest and tax
Exploration and production activities –
subsidiaries (as above) 327 10 (3,434) (40) (400) 294 (44) 4,824 1,026 2,563
Midstream and other activities –
subsidiariesg 749 (26) (363) 442 194 (19) 11 766 9 1,763
Equity-accounted entitiesh (6) 70 23 — 65 82 2,460 213 — 2,907
Total replacement cost profit (loss)
before interest and tax 1,070 54 (3,774) 402 (141) 357 2,427 5,803 1,035 7,233
a
These tables contain information relating to oil and natural gas exploration and production activities of subsidiaries, which includes our share of oil and natural gas exploration and production
activities of joint operations. They do not include any costs relating to the Gulf of Mexico oil spill. Amounts relating to the management and ownership of crude oil and natural gas pipelines,
LNG liquefaction and transportation operations are excluded. In addition, our midstream activities of marketing and trading of natural gas, power and NGLs in the US, Canada, UK, Asia and
Europe are excluded. The most significant midstream pipeline interests include the Trans-Alaska Pipeline System, the South Caucasus Pipeline and the Baku-Tbilisi-Ceyhan pipeline. Major
LNG activities are located in Trinidad, Indonesia, Australia and Angola.
b
Costs of decommissioning are included in capitalized costs at 31 December but are excluded from costs incurred for the year.
c
Includes exploration and appraisal drilling expenditures, which are capitalized within intangible assets, and geological and geophysical exploration costs, which are charged to income as
incurred.
d
Presented net of transportation costs, purchases and sales taxes.
e
Includes property taxes and other government take. The UK region includes a $361-million gain which is offset by corresponding charges primarily in the US region, relating to the group self-
insurance programme.
f
Excludes the unwinding of the discount on provisions and payables amounting to $439 million which is included in finance costs in the group income statement.
g
Midstream and other activities excludes inventory holding gains and losses.
h
The profits of equity-accounted entities are included after interest and tax.

Oil and natural gas exploration and production activities – continued
$ million
2019
North South
Rest of
UK Europe US America Russiaa Asia
Equity-accounted entities (BP share)

Capitalized costs at 31 Decemberb c
Proved properties — 4,078 — — 10,376 — 29,883 — — 44,337
Unproved properties — 768 — — 93 — 1,120 — — 1,981
— 4,846 — — 10,469 — 31,003 — — 46,318
Accumulated depreciation — 1,046 — — 5,078 — 9,248 — — 15,372
Net capitalized costs — 3,800 — — 5,391 — 21,755 — — 30,946
Costs incurred for the year ended 31 Decemberb d e

Acquisition of propertiesc
Proved — — — — — — — — — —
Unproved — — — — — — 58 — — 58
— — — — — — 58 — — 58
Exploration and appraisal costsd — 120 — — 19 — 198 — — 337
Development — 640 — — 675 — 3,076 — — 4,391
Total costs — 760 — — 694 — 3,332 — — 4,786
Results of operations for the year ended 31 Decemberb

Sales and other operating revenuesf
Third parties — 1,002 — — 1,621 — — — — 2,623
Sales between businesses — — — — — — 15,979 — — 15,979
— 1,002 — — 1,621 — 15,979 — — 18,602
Exploration expenditure — 92 — — 43 — 73 — — 208
Production costs — 216 — — 465 — 1,535 — — 2,216
Production taxes — — — — 343 — 7,861 — — 8,204
Other costs (income) — 59 — — 16 — 358 — — 433
Depreciation, depletion and amortization — 323 — — 414 — 1,773 — — 2,510
Net impairments and losses on sale of
businesses and fixed assets — — — — (42) — 49 — — 7
— 690 — — 1,239 — 11,649 — — 13,578
Profit (loss) before taxation — 312 — — 382 — 4,330 — — 5,024
Allocable taxes — 229 — — 245 — 848 — — 1,322
Results of operations — 83 — — 137 — 3,482 — — 3,702
Upstream and Rosneft segments replacement cost profit (loss) before interest and tax from equity-accounted entities
equity-accounted entities after tax (as
above) — 83 — — 137 — 3,482 — — 3,702
Midstream and other activities after taxg (6) (13) 23 — (72) 82 (1,022) 213 — (795)
Total replacement cost profit (loss) after
interest and tax (6) 70 23 — 65 82 2,460 213 — 2,907
a
Amounts reported for Russia in this table include BP’s share of Rosneft’s worldwide activities, including insignificant amounts outside Russia. The amounts reported include the
corresponding amounts for their equity-accounted entities.
b
These tables contain information relating to oil and natural gas exploration and production activities of equity-accounted entities. Amounts relating to the management and ownership of
crude oil and natural gas pipelines, LNG liquefaction and transportation operations as well as downstream activities of Rosneft and Pan American Energy Group are excluded.
c
d
incurred.
e
The amounts shown reflect BP’s share of equity-accounted entities’ costs incurred, and not the costs incurred by BP in acquiring an interest in equity-accounted entities.
f
Presented net of sales tax.
g
Includes interest and adjustment for non-controlling interests. Excludes inventory holding gains and losses.

$ million
2018
North South
Rest of
Subsidiaries
30,181 — 92,671 6,052 17,011 55,850 — 41,468 6,687 249,920

Proved 1,933 — 10,650 — — (1) — 36 — 12,618
Unproved — — 35 — 100 50 — (5) — 180
1,933 — 10,685 — 100 49 — 31 — 12,798
Development 817 — 3,429 46 591 2,340 — 2,458 236 9,917
Total costs 2,988 — 14,330 185 936 2,672 5 2,637 260 24,013

Third parties 619 — 1,306 105 2,074 3,228 — 1,430 1,410 10,172
2,874 — 12,962 106 2,269 7,156 — 9,223 2,075 36,665
Exploration expenditure 105 — 509 146 252 405 5 20 3 1,445
Production costs 646 — 2,729 120 430 1,066 — 951 138 6,080
Production taxes (269) — 369 — 357 — — 1,010 69 1,536
Other costs (income)e (331) (2) 2,379 43 165 133 42 94 223 2,746
Depreciation, depletion and amortization 1,199 — 3,921 101 1,023 3,635 — 2,165 298 12,342
sale of businesses and fixed assets (226) — 203 10 — (141) — 21 136 3
1,124 (2) 10,110 420 2,227 5,098 47 4,261 867 24,152
Profit (loss) before taxationf 1,750 2 2,852 (314) 42 2,058 (47) 4,962 1,208 12,513
Allocable taxesg 446 — 454 (95) 314 1,184 13 3,509 508 6,333
Results of operations 1,304 2 2,398 (219) (272) 874 (60) 1,453 700 6,180
subsidiaries (as above) 1,750 2 2,852 (314) 42 2,058 (47) 4,962 1,208 12,513
subsidiariesh (20) 265 188 (111) 135 (58) 5 463 6 873
Equity-accounted entitiesi j (2) 130 28 — 209 207 2,346 245 — 3,163
before interest and tax 1,728 397 3,068 (425) 386 2,207 2,304 5,670 1,214 16,549
a
Europe are excluded. The most significant midstream pipeline interests include the Trans-Alaska Pipeline System, the South Caucasus Pipeline and the Baku-Tbilisi-Ceyhan pipeline. Major
LNG activities are located in Trinidad, Indonesia, Australia and Angola.
b
c
incurred.
d
e
Includes property taxes, other government take and the fair value gain on embedded derivatives of $17 million. The UK region includes a $384-million gain which is offset by corresponding
charges primarily in the US region, relating to the group self-insurance programme.
f
g
US region includes the deferred tax impact of the reduction in the US Federal corporate income tax rate from 35% to 21% enacted in December 2017.
h
i
The profits of equity-accounted entities are included after interest and taxes.
j
From 16 December 2017, BP entered into a new 50:50 joint venture Pan American Energy Group (PAEG). Prior to this, Pan American Energy (PAE) was owned 60% by BP and 40% by Bridas
Corporation.

$ million
2018
North South
Rest of

Proved properties — 3,439 — — 9,643 — 24,052 3,646 — 40,780
Unproved properties — 657 — — 86 — 828 26 — 1,597
— 4,096 — — 9,729 — 24,880 3,672 — 42,377
Accumulated depreciation — 670 — — 4,665 — 6,749 3,672 — 15,756

Proved — — — — — — 425 — — 425
Unproved — 137 — — — — 148 — — 285
— 137 — — — — 573 — — 710
Development — 251 — — 575 — 3,255 212 — 4,293
Total costs — 455 — — 600 — 4,035 212 — 5,302

Third parties — 1,114 — — 1,792 — — 353 — 3,259
— 1,114 — — 1,792 — 15,901 353 — 19,160
Exploration expenditure — 89 — — 7 — 112 — — 208
Production costs — 207 — — 438 — 1,487 39 — 2,171
Production taxes — — — — 361 — 7,634 94 — 8,089
Other costs (income) — 21 — — 55 — 638 — — 714
Depreciation, depletion and amortization — 290 — — 416 — 1,627 212 — 2,545
businesses and fixed assets — 6 — — — — 47 1 — 54
— 613 — — 1,277 — 11,545 346 — 13,781
Profit (loss) before taxation — 501 — — 515 — 4,356 7 — 5,379
Allocable taxes — 350 — — 321 — 849 — — 1,520
Results of operationsg — 151 — — 194 — 3,507 7 — 3,859
above) — 151 — — 194 — 3,507 7 — 3,859
Midstream and other activities after taxh (2) (21) 28 — 15 207 (1,161) 238 — (696)
interest and tax (2) 130 28 — 209 207 2,346 245 — 3,163
a
b
c
d
incurred.
e
f
Presented net of sales taxes.
g
Corporation.
h

$ million
2017
North South
Rest of
Subsidiaries
34,689 — 87,406 6,079 16,486 53,808 — 38,926 6,546 243,940

Proved — — 22 — — 564 — 1,187 — 1,773
Unproved 13 — 13 — 330 374 — 228 — 958
13 — 35 — 330 938 — 1,415 — 2,731
Development 995 — 2,776 58 911 2,972 — 2,760 223 10,695
Total costs 1,344 — 2,913 110 1,505 4,592 11 4,365 241 15,081

Third parties 204 — 724 171 1,134 2,211 — 1,276 967 6,687
1,949 — 9,841 173 1,461 6,233 — 7,670 1,454 28,781
Exploration expenditure 331 — 282 39 83 1,346 11 (29) 17 2,080
Production costs 629 — 2,256 116 573 979 — 904 157 5,614
Production taxes (37) — 52 — 86 — — 1,618 56 1,775
Other costs (income)e (272) 2 1,655 34 71 280 39 311 349 2,469
Depreciation, depletion and amortization 1,190 — 4,258 96 742 3,586 — 2,147 366 12,385
sale of businesses and fixed assets 133 (12) 87 (1) (31) — — (10) 13 179
1,974 (10) 8,590 284 1,524 6,191 50 4,941 958 24,502
Profit (loss) before taxationf (25) 10 1,251 (111) (63) 42 (50) 2,729 496 4,279
Allocable taxesg (104) — (1,811) (28) 155 788 (19) 1,505 146 632
Results of operations 79 10 3,062 (83) (218) (746) (31) 1,224 350 3,647
subsidiaries (as above) (25) 10 1,251 (111) (63) 42 (50) 2,729 496 4,279
subsidiariesh (185) 97 (176) (111) 140 (80) 3 315 11 14
Equity-accounted entitiesi j — 71 25 — 381 205 837 245 — 1,764
before interest and tax (210) 178 1,100 (222) 458 167 790 3,289 507 6,057
a
Europe are excluded. The most significant midstream pipeline interests include the Trans-Alaska Pipeline System, the South Caucasus Pipeline, the Forties Pipeline System and the Baku-
Tbilisi-Ceyhan pipeline. The Forties Pipeline System was divested on 31 October 2017. Major LNG activities are located in Trinidad, Indonesia, Australia and Angola.
b
c
incurred.
d
e
Includes property taxes, other government take and the fair value gain on embedded derivatives of $32 million. The UK region includes a $343-million gain which is offset by corresponding
charges primarily in the US region, relating to the group self-insurance programme.
f
g
US region includes the deferred tax impact of the reduction in the US Federal corporate income tax rate from 35% to 21% enacted in December 2017.
h
i
The profits of equity-accounted entities are included after interest and tax.
j
Corporation. Of BP's initial 60% interest in PAE, 10% was classified as held for sale on 9 September 2017. For September, only 9 days of income was reported for the full 60%. After this
equity accounting continued for the 50% not classified as held for sale. BP accounted for 50% of the enlarged entity from 16 December 2017.

$ million
2017
North South
Rest of

Proved properties — 3,187 — — 9,096 — 24,686 3,434 — 40,403
Unproved properties — 481 — — 68 — 907 26 — 1,482
— 3,668 — — 9,164 — 25,593 3,460 — 41,885
Accumulated depreciation — 400 — — 4,249 — 6,207 3,460 — 14,316

Proved — 323 — — — — 653 — — 976
Unproved — 152 — — 20 — 416 — — 588
— 475 — — 20 — 1,069 — — 1,564
Development — 199 — — 576 — 3,361 446 — 4,582
Total costs — 723 — — 639 — 4,624 446 — 6,432

Third parties — 773 — — 1,750 — — 988 — 3,511
— 773 — — 1,750 — 11,537 988 — 15,048
Exploration expenditure — 68 — — — — 59 — — 127
Production costs — 157 — — 592 — 1,424 117 — 2,290
Production taxes — — — — 336 — 5,712 426 — 6,474
Other costs (income) — 67 — — 11 — 409 (5) — 482
Depreciation, depletion and amortization — 328 — — 458 — 1,539 446 — 2,771
businesses and fixed assets — 6 — — 27 — 54 — — 87
— 626 — — 1,424 — 9,197 984 — 12,231
Profit (loss) before taxation — 147 — — 326 — 2,340 4 — 2,817
Allocable taxes — 54 — — (18) — 457 — — 493
Results of operationsg — 93 — — 344 — 1,883 4 — 2,324
above) — 93 — — 344 — 1,883 4 — 2,324
Midstream and other activities after taxh — (22) 25 — 37 205 (1,046) 241 — (560)
interest and tax — 71 25 — 381 205 837 245 — 1,764
a
b
c
d
incurred.
e
f
Presented net of sales taxes.
g
Corporation. Of BP's initial 60% interest in PAE, 10% was classified as held for sale on 9 September 2017. For September, only 9 days of income was reported for the full 60%. After this
equity accounting continued for the 50% not classified as held for sale. BP accounted for 50% of the enlarged entity from 16 December 2017.
h

Movements in estimated net proved reserves
million barrels
Crude oila b 2019
North South
Rest of
UK Europe USc d America Russia Asia
Subsidiaries
At 1 January
Developed 223 — 962 43 8 223 — 1,126 30 2,615
Undeveloped 243 — 802 190 5 36 — 482 5 1,763
466 — 1,764 234 14 259 — 1,608 34 4,378
Changes attributable to
Revisions of previous estimates (23) — 72 (8) 1 39 — 104 2 187
Improved recovery — — 189 1 — — — — — 191
Purchases of reserves-in-place — — — — — — — 1 — 1
Discoveries and extensions — — 34 — — — — 11 — 45
Production (36) — (143) (9) (3) (57) — (125) (6) (378)
Sales of reserves-in-place — — (12) — — (45) — — — (57)
(59) — 141 (16) (2) (63) — (9) (4) (12)
At 31 Decembere
Developed 206 — 1,063 40 7 156 — 1,074 26 2,572
Undeveloped 200 — 842 179 5 40 — 525 4 1,794
406 — 1,905 218 12 196 — 1,599 30 4,367
Equity-accounted entities (BP share)f
At 1 January
Developed — 57 — — 293 1 3,190 — — 3,541
Undeveloped — 100 — 19 259 — 2,414 — — 2,792
— 157 — 19 552 1 5,604 — — 6,333
Revisions of previous estimates — 2 — 1 (13) 1 158 — — 147
Improved recovery — 4 — — — — — — — 4
Purchases of reserves-in-place — — — — — — 7 — — 7
Discoveries and extensions — — — — 33 — 277 — — 310
Production — (13) — — (24) — (345) — — (382)
Sales of reserves-in-place — — — — — — (6) — — (6)
— (7) — 1 (4) 1 91 — — 81
At 31 Decemberg h
Developed — 115 — — 291 2 3,159 — — 3,567
Undeveloped — 35 — 20 257 — 2,535 — — 2,847
— 150 — 20 548 2 5,695 — — 6,415
Total subsidiaries and equity-accounted entities (BP share)
At 1 January
Developed 223 57 962 43 302 224 3,190 1,126 30 6,156
Undeveloped 243 100 802 209 264 36 2,414 482 5 4,555
466 157 1,764 253 566 260 5,604 1,608 34 10,711
At 31 December
Developed 206 115 1,063 40 298 158 3,159 1,074 26 6,140
Undeveloped 200 35 842 198 262 40 2,535 525 4 4,642
406 150 1,905 238 560 198 5,695 1,599 30 10,781
a
Crude oil includes condensate and bitumen. Proved reserves exclude royalties due to others, whether payable in cash or in kind, where the royalty owner has a direct interest in the
underlying production and the option and ability to make lifting and sales arrangements independently.
b
Because of rounding, some totals may not exactly agree with the sum of their component parts.
c
Proved reserves in the Prudhoe Bay field in Alaska include an estimated 4.5 million barrels upon which a net profits royalty will be payable over the life of the field under the terms of the BP
Prudhoe Bay Royalty Trust.
d
Includes 362 million barrels of crude oil associated with Assets Held for Sale in the USA.
e
Includes 4 million barrels of crude oil in respect of the 30% non-controlling interest in BP Trinidad and Tobago LLC.
f
Volumes of equity-accounted entities include volumes of equity-accounted investments of those entities.
g
Includes 346 million barrels of crude oil in respect of the 6.17% non-controlling interest in Rosneft, including 26 mmbbl held through BP's interests in Russia other than Rosneft.
h
Total proved crude oil reserves held as part of our equity interest in Rosneft is 5,604 million barrels, comprising less than 1 million barrels in Egypt, Vietnam, Iraq and Canada, 35 million
barrels in Venezuela and 5,568 million barrels in Russia.

Movements in estimated net proved reserves - continued
million barrels
Natural gas liquidsa b 2019
North South
Rest of
UK Europe USc America Russia Asia
Subsidiaries
At 1 January
Developed 8 — 266 — 2 14 — — 5 295
Undeveloped 6 — 246 — 25 4 — — — 280
14 — 511 — 27 18 — — 5 576
Revisions of previous estimates — — (46) — (1) — — — — (47)
Improved recovery 1 — 62 — — — — — — 63
Purchases of reserves-in-place — — — — — — — — — —
Discoveries and extensions — — 1 — — — — — — 1
Productiond (1) — (33) — (3) (3) — — (1) (41)
Sales of reserves-in-place — — (17) — — — — — — (17)
(1) — (32) — (4) (3) — — (1) (41)
At 31 Decembere
Developed 8 — 229 — 2 12 — — 4 255
Undeveloped 5 — 250 — 21 4 — — — 280
13 — 479 — 23 16 — — 4 535
At 1 January
Developed — 4 — — — 7 103 — — 114
Undeveloped — 3 — — — — 51 — — 54
— 7 — — — 7 154 — — 169
Revisions of previous estimates — — — — 3 5 (11) — — (3)
Discoveries and extensions — — — — — — — — — —
Production — (1) — — — (2) (2) — — (4)
Sales of reserves-in-place — — — — — — — — — —
— — — — 2 4 (13) — — (7)
At 31 Decemberg h
Developed — 5 — — 2 11 89 — — 107
Undeveloped — 3 — — — — 52 — — 55
— 7 — — 2 11 141 — — 162
At 1 January
Developed 8 4 266 — 2 22 103 — 5 409
Undeveloped 6 3 246 — 25 4 51 — — 335
14 7 511 — 27 26 154 — 5 744
At 31 December
Developed 8 5 229 — 4 23 89 — 4 363
Undeveloped 5 3 250 — 21 4 52 — — 334
13 7 479 — 25 27 141 — 4 697
a
Proved reserves exclude royalties due to others, whether payable in cash or in kind, where the royalty owner has a direct interest in the underlying production and the option and ability to
make lifting and sales arrangements independently.
b
c
Includes 94 million barrels of NGL associated with Assets Held for Sale in the USA.
d
Excludes NGLs from processing plants in which an interest is held of less than 1 thousand barrels per day for subsidiaries and 3 thousand barrels per day for equity-accounted entities.
e
Includes 7 million barrels of NGL in respect of the 30% non-controlling interest in BP Trinidad and Tobago LLC.
f
g
Includes 11 million barrels of NGLs in respect of the 7.90% non-controlling interest in Rosneft.
h
Total proved NGL reserves held as part of our equity interest in Rosneft is 141 million barrels, comprising less than 1 million barrels in Egypt, Venezuela, Vietnam and Canada, and 141 million
barrels in Russia.

Movements in estimated net proved reserves - continued
million barrels
Total liquidsa b 2019
North South
Rest of
UK Europe USc d America Russia Asia
Subsidiaries
At 1 January
Developed 231 — 1,228 43 10 237 — 1,126 35 2,910
Undeveloped 249 — 1,048 190 30 40 — 482 5 2,044
480 — 2,276 234 41 277 — 1,608 39 4,954
Revisions of previous estimates (24) — 26 (8) — 40 — 104 2 140
Improved recovery 1 — 252 1 — — — — — 254
Productione (38) — (176) (9) (6) (60) — (125) (7) (420)
(60) — 109 (16) (6) (65) — (9) (5) (52)
At 31 Decemberf
Developed 214 — 1,292 40 9 168 — 1,074 30 2,828
Undeveloped 205 — 1,092 179 26 43 — 525 4 2,074
420 — 2,384 218 35 212 — 1,599 34 4,902
Equity-accounted entities (BP share)g
At 1 January
Developed — 60 — — 293 8 3,293 — — 3,655
Undeveloped — 104 — 19 259 — 2,465 — — 2,846
— 164 — 19 552 8 5,758 — — 6,502
Production — (14) — — (24) (2) (346) — — (386)
— (7) — 1 (1) 5 78 — — 75
At 31 Decemberh i
Developed — 120 — — 293 13 3,248 — — 3,675
Undeveloped — 37 — 20 257 — 2,588 — — 2,902
— 157 — 20 550 13 5,836 — — 6,576
At 1 January
Developed 231 60 1,228 44 303 245 3,293 1,126 35 6,565
Undeveloped 249 104 1,048 209 289 40 2,465 482 5 4,890
480 164 2,276 253 593 285 5,758 1,608 39 11,456
At 31 December
Developed 214 120 1,292 40 302 181 3,248 1,074 30 6,502
Undeveloped 205 37 1,092 198 283 43 2,588 525 4 4,976
420 157 2,384 238 585 224 5,836 1,599 34 11,478
a
b
c
Proved reserves in the Prudhoe Bay field in Alaska include an estimated 4.5 million barrels of oil equivalent upon which a net profits royalty will be payable, over the life of the field under the
terms of the BP Prudhoe Bay Royalty Trust.
d
Includes 456 million barrels associated with Assets Held for Sale in the USA.
e
f
Also includes 11 million barrels in respect of the 30% non-controlling interest in BP Trinidad and Tobago LLC.
g
h
Includes 357 million barrels in respect of the non-controlling interest in Rosneft, including 26 mmboe held through BP’s interests in Russia other than Rosneft.
i
Total proved liquid reserves held as part of our equity interest in Rosneft is 5,745 million barrels, comprising 35 million barrels in Venezuela, less than 1 million barrels in Iraq, Canada, Egypt
and Vietnam and 5,709 million barrels in Russia.

Movements in estimated net proved reserves – continued
billion cubic feet
Natural gasa b 2019
North South
Rest of
Subsidiaries
At 1 January
Developed 439 — 6,270 — 2,168 1,313 — 3,599 2,630 16,420
Undeveloped 343 — 5,056 — 3,073 1,067 — 3,218 1,179 13,936
782 — 11,326 — 5,241 2,380 — 6,817 3,809 30,355
Revisions of previous estimates (34) — (1,877) 1 (263) (4) — 285 (129) (2,022)
Improved recovery 9 — 307 — — — — — — 315
Discoveries and extensions — — 11 — 178 — — 299 — 488
Productiond (57) — (923) (1) (729) (450) — (383) (291) (2,834)
(82) — (2,869) — (814) (475) — 251 (420) (4,410)
At 31 Decembere
Developed 493 — 6,330 — 2,192 1,163 — 3,667 2,256 16,101
Undeveloped 207 — 2,127 — 2,235 742 — 3,401 1,132 9,844
700 — 8,458 — 4,427 1,905 — 7,068 3,389 25,946
At 1 January
Developed — 107 — — 1,207 391 7,798 12 — 9,515
Undeveloped — 55 — 4 446 143 8,719 4 — 9,369
— 161 — 4 1,653 534 16,517 15 — 18,884
Productiond — (22) — — (135) (65) (448) (5) — (676)
— 2 — 3 (75) (27) 874 (5) — 772
At 31 Decemberg h
Developed — 108 — — 1,130 507 9,324 10 — 11,079
Undeveloped — 56 — 6 447 — 8,067 — — 8,576
— 164 — 6 1,577 507 17,391 10 — 19,656
At 1 January
Developed 439 107 6,270 — 3,375 1,704 7,798 3,610 2,630 25,934
Undeveloped 343 55 5,056 4 3,519 1,210 8,719 3,221 1,179 23,305
782 161 11,326 4 6,894 2,914 16,517 6,832 3,809 49,239
At 31 December
Developed 493 108 6,330 — 3,323 1,670 9,324 3,677 2,256 27,181
Undeveloped 207 56 2,127 6 2,682 742 8,067 3,401 1,132 18,421
700 164 8,458 6 6,004 2,412 17,391 7,078 3,389 45,601
a
b
c
Includes 3,054 billion cubic feet of natural gas associated with Assets Held for Sale in the USA.
d
Includes 188 billion cubic feet of natural gas consumed in operations, 146 billion cubic feet in subsidiaries, 42 billion cubic feet in equity-accounted entities.
e
Includes 1,330 billion cubic feet of natural gas in respect of the 30% non-controlling interest in BP Trinidad and Tobago LLC.
f
g
Includes 1,433 billion cubic feet of natural gas in respect of the 9.72% non-controlling interest in Rosneft including 569 billion cubic feet held through BP’s interests in Russia other than
Rosneft.
h
Total proved gas reserves held as part of our equity interest in Rosneft is 14,705 billion cubic feet, comprising 28 billion cubic feet in Venezuela, 10 billion cubic feet in Vietnam, 171 billion
cubic feet in Egypt and 14,495 billion cubic feet in Russia.

million barrels of oil equivalentc
Total hydrocarbonsa b 2019
North South
Rest of
UK Europe USd e America Russia Asia
Subsidiaries
At 1 January
Developed 307 — 2,309 43 384 464 — 1,746 488 5,741
Undeveloped 308 — 1,919 190 560 224 — 1,037 208 4,447
615 — 4,228 234 944 687 — 2,783 696 10,188
Revisions of previous estimates (29) — (297) (8) (45) 39 — 153 (21) (208)
Improved recovery 3 — 305 1 — — — — — 309
Discoveries and extensions — — 36 — 31 — — 63 — 130
Productionf g (48) — (335) (9) (131) (137) — (191) (57) (908)
(74) — (386) (16) (146) (147) — 35 (78) (813)
At 31 Decemberh
Developed 300 — 2,384 40 387 369 — 1,707 419 5,604
Undeveloped 241 — 1,459 179 411 171 — 1,111 199 3,771
540 — 3,842 218 798 540 — 2,818 618 9,375
Equity-accounted entities (BP share)i
At 1 January
Developed — 79 — — 501 76 4,638 2 — 5,296
Undeveloped — 113 — 20 336 25 3,968 1 — 4,462
— 192 — 20 837 101 8,605 3 — 9,757
Productionf — (17) — — (47) (13) (424) (1) — (503)
— (6) — 1 (14) — 229 (1) — 208
At 31 Decemberj k
Developed — 139 — — 488 100 4,856 2 — 5,585
Undeveloped — 47 — 21 334 — 3,978 — — 4,381
— 186 — 21 822 100 8,834 2 — 9,965
At 1 January
Developed 307 79 2,309 44 885 539 4,638 1,749 488 11,037
Undeveloped 308 113 1,919 210 896 249 3,968 1,037 208 8,908
615 192 4,228 253 1,781 788 8,605 2,786 696 19,945
At 31 December
Developed 300 139 2,384 40 875 469 4,856 1,708 419 11,189
Undeveloped 241 47 1,459 199 746 171 3,978 1,112 199 8,152
540 186 3,842 239 1,621 640 8,834 2,820 618 19,341
a
b
c
5.8 billion cubic feet of natural gas = 1 million barrels of oil equivalent.
d
Proved reserves in the Prudhoe Bay field in Alaska include an estimated 4.5 million barrels of oil equivalent upon which a net profits royalty will be payable, over the life of the field under the
e
Includes 982 million barrels of oil equivalent associated with Assets Held for Sale in the USA.
f
g
Includes 32 million barrels of oil equivalent of natural gas consumed in operations, 25 million barrels of oil equivalent in subsidiaries, 7 million barrels of oil equivalent in equity-accounted
entities.
h
Includes 240 million barrels of oil equivalent in respect of the 30% non-controlling interest in BP Trinidad and Tobago LLC.
i
j
Includes 603 million barrels of oil equivalent in respect of the non-controlling interest in Rosneft, including 124 mmboe held through BP’s interests in Russia other than Rosneft.
k
Total proved reserves held as part of our equity interest in Rosneft is 8,281 million barrels of oil equivalent, comprising less than 1 million barrels of oil equivalent in Iraq and Canada, 40 million
barrels of oil equivalent in Venezuela, 2 million barrels of oil equivalent in Vietnam, 30 million barrels of oil equivalent in Egypt and 8,208 million barrels of oil equivalent in Russia.

million barrels
Crude oila b 2018
North South
Rest of
Subsidiaries
At 1 January
Developed 245 — 932 54 10 281 — 1,040 31 2,592
Undeveloped 164 — 492 195 6 28 — 642 11 1,537
409 — 1,423 248 16 309 — 1,682 42 4,129
Revisions of previous estimates 22 — 116 (6) 1 11 — 40 (2) 183
Improved recovery — — 51 — — 1 — — — 52
Purchases of reserves-in-place 93 — 412 — — — — — — 504
Discoveries and extensions 15 — 17 — — 13 — — — 46
Production (37) — (137) (9) (3) (75) — (114) (6) (381)
Sales of reserves-in-place (37) — (118) — — — — — — (155)
57 — 341 (15) (2) (50) — (74) (8) 249
At 31 Decemberd e
Developed 223 — 962 43 8 223 — 1,126 30 2,615
Undeveloped 243 — 802 190 5 36 — 482 5 1,763
466 — 1,764 234 14 259 — 1,608 34 4,378
At 1 January
Developed — 56 — — 285 1 3,124 6 — 3,473
Undeveloped — 89 — — 263 — 2,251 — — 2,603
— 145 — — 548 1 5,374 6 — 6,076
Revisions of previous estimates — 11 — — 7 — 150 — — 168
Discoveries and extensions — — — 19 21 — 326 — — 366
Production — (13) — — (25) — (335) (6) — (379)
— 12 — 19 4 (1) 229 (6) — 257
At 31 Decemberg
Developed — 57 — — 293 1 3,190 — — 3,541
Undeveloped — 100 — 19 259 — 2,414 — — 2,792
— 157 — 19 552 1 5,604 — — 6,333
At 1 January
Developed 245 56 932 54 295 282 3,124 1,047 31 6,064
Undeveloped 164 89 492 195 269 28 2,251 642 11 4,140
409 145 1,423 249 564 310 5,374 1,688 42 10,205
At 31 December
Developed 223 57 962 43 302 224 3,190 1,126 30 6,156
Undeveloped 243 100 802 209 264 36 2,414 482 5 4,555
466 157 1,764 253 566 260 5,604 1,608 34 10,711
a
b
c
Proved reserves in the Prudhoe Bay field in Alaska include an estimated 16 million barrels upon which a net profits royalty will be payable over the life of the field under the terms of the BP
d
e
f
Includes 344 million barrels of crude oil in respect of the 6.28% non-controlling interest in Rosneft, including 24 mmbbl held through BP’s interests in Russia other than Rosneft.
g
Total proved crude oil reserves held as part of our equity interest in Rosneft is 5,539 million barrels, comprising less than 1 million barrels in Vietnam and Canada, 58 million barrels in
Venezuela and 5,481 million barrels in Russia.

million barrels

North South
Rest of
Subsidiaries
At 1 January
Developed 11 — 177 — 2 21 — — 5 216
Undeveloped 3 — 69 — 28 — — — 1 102
14 — 246 — 30 21 — — 6 318
Revisions of previous estimates 1 — 20 — — (3) — — — 17
Purchases of reserves-in-place — — 253 — — — — — — 253
Productionc (2) — (25) — (3) (3) — — (1) (34)
Sales of reserves-in-place (3) — — — — — — — — (3)
— — 265 — (3) (2) — — (1) 258
At 31 Decemberd
Developed 8 — 266 — 2 14 — — 5 295
Undeveloped 6 — 246 — 25 4 — — — 280
14 — 511 — 27 18 — — 5 576
Equity-accounted entities (BP share)e
At 1 January
Developed — 4 — — — 10 82 — — 97
Undeveloped — 4 — — — — 49 — — 53
— 8 — — — 10 131 — — 149
Revisions of previous estimates — — — — — (1) 25 — — 23
Improved recovery — — — — — — — — — —
Production — (1) — — — (1) (2) — — (4)
— (1) — — — (3) 23 — — 19
At 31 Decemberf
Developed — 4 — — — 7 103 — — 114
Undeveloped — 3 — — — — 51 — — 54
— 7 — — — 7 154 — — 169
At 1 January
Developed 11 4 177 — 2 31 82 — 5 313
Undeveloped 3 4 69 — 28 — 49 — 1 154
14 8 246 — 30 31 131 — 6 467
At 31 December
Developed 8 4 266 — 2 22 103 — 5 409
Undeveloped 6 3 246 — 25 4 51 — — 335
14 7 511 — 27 26 154 — 5 744
a
b
c
d
e
f
Includes 12 million barrels of NGLs in respect of the 7.82% non-controlling interest in Rosneft.
g
Total proved NGL reserves held as part of our equity interest in Rosneft is 154 million barrels, comprising less than 1 million barrels in Venezuela, Vietnam and Canada, and 154 million barrels
in Russia.

million barrels
North South
Rest of
Subsidiaries
At 1 January
Developed 256 — 1,108 54 12 301 — 1,040 36 2,808
Undeveloped 167 — 561 195 34 28 — 642 12 1,639
424 — 1,669 248 46 329 — 1,682 48 4,447
Revisions of previous estimates 23 — 136 (6) 1 8 — 40 (2) 200
Purchases of reserves-in-place 93 — 665 — — — — — — 758
Productiond (39) — (162) (9) (6) (79) — (114) (7) (415)
56 — 606 (15) (5) (52) — (74) (9) 507
At 31 Decembere
Developed 231 — 1,228 43 10 237 — 1,126 35 2,910
Undeveloped 249 — 1,048 190 30 40 — 482 5 2,044
480 — 2,276 234 41 277 — 1,608 39 4,954
At 1 January
Developed — 60 — — 285 11 3,206 6 — 3,569
Undeveloped — 93 — — 263 — 2,300 — — 2,656
— 153 — — 548 12 5,505 6 — 6,225
Revisions of previous estimates — 11 — — 7 (2) 175 — — 191
Production — (13) — — (25) (2) (337) (6) — (383)
— 11 — 19 4 (3) 253 (6) — 277
At 31 Decemberg h
Developed — 60 — — 293 8 3,293 — — 3,655
Undeveloped — 104 — 19 259 — 2,465 — — 2,846
— 164 — 19 552 8 5,758 — — 6,502
At 1 January
Developed 256 60 1,108 54 297 313 3,206 1,047 36 6,377
Undeveloped 167 93 561 195 297 28 2,300 642 12 4,295
424 153 1,669 249 594 341 5,505 1,688 48 10,672
At 31 December
Developed 231 60 1,228 44 303 245 3,293 1,126 35 6,565
Undeveloped 249 104 1,048 209 289 40 2,465 482 5 4,890
480 164 2,276 253 593 285 5,758 1,608 39 11,456
a
b
c
Proved reserves in the Prudhoe Bay field in Alaska include an estimated 16 million barrels of oil equivalent upon which a net profits royalty will be payable, over the life of the field under the
d
e
f
g
Includes 356 million barrels in respect of the non-controlling interest in Rosneft, including 24 mmboe held through BP’s interests in Russia other than Rosneft.
h
Total proved liquid reserves held as part of our equity interest in Rosneft is 5,693 million barrels, comprising less than 1 million barrels in Canada, 58 million barrels in Venezuela, less than
1 million barrels in Vietnam and 5,635 million barrels in Russia.

billion cubic feet
Natural gasa b 2018
North South
Rest of
Subsidiaries
At 1 January
Developed 523 — 5,238 (1) 2,862 1,159 — 2,755 2,730 15,266
Undeveloped 320 — 3,086 — 3,330 1,510 — 4,245 1,505 13,997
843 — 8,323 (1) 6,193 2,670 — 7,000 4,235 29,263
Revisions of previous estimates 84 — 10 3 (195) (444) — 140 (123) (524)
Improved recovery — — 1,315 — — — — — — 1,315
Purchases of reserves-in-place 40 — 2,655 — — — — — — 2,695
Discoveries and extensions 60 — 11 — 31 578 — — — 680
Productionc (66) — (751) (3) (788) (423) — (324) (303) (2,658)
(61) — 3,003 1 (951) (290) — (184) (426) 1,092
At 31 Decemberd
Developed 439 — 6,270 — 2,168 1,313 — 3,599 2,630 16,420
Undeveloped 343 — 5,056 — 3,073 1,067 — 3,218 1,179 13,936
782 — 11,326 — 5,241 2,380 — 6,817 3,809 30,355
At 1 January
Developed — 112 — — 1,274 476 6,077 17 — 7,955
Undeveloped — 69 — — 450 146 7,173 3 — 7,841
— 180 — — 1,724 622 13,250 20 — 15,796
Revisions of previous estimates — 2 — — (50) (39) 805 2 — 719
Improved recovery — — — — 1 — — — — 1
Purchases of reserves-in-place — — — — — — 2,413 — — 2,413
Productionc — (22) — — (145) (48) (464) (6) — (685)
— (19) — 3 (71) (87) 3,267 (5) — 3,087
At 31 Decemberf g
Developed — 107 — — 1,207 391 7,798 12 — 9,515
Undeveloped — 55 — 4 446 143 8,719 4 — 9,369
— 161 — 4 1,653 534 16,517 15 — 18,884
At 1 January
Developed 523 112 5,238 — 4,136 1,635 6,077 2,771 2,730 23,221
Undeveloped 320 69 3,086 — 3,781 1,656 7,173 4,249 1,505 21,838
843 180 8,323 — 7,917 3,291 13,250 7,020 4,235 45,060
At 31 December
Developed 439 107 6,270 — 3,375 1,704 7,798 3,610 2,630 25,934
Undeveloped 343 55 5,056 4 3,519 1,210 8,719 3,221 1,179 23,305
782 161 11,326 4 6,894 2,914 16,517 6,832 3,809 49,239
a
b
c
d
e
f
Includes 1,211 billion cubic feet of natural gas in respect of the 8.60% non-controlling interest in Rosneft including 480 billion cubic feet held through BP’s interests in Russia other than
Rosneft.
g
Total proved gas reserves held as part of our equity interest in Rosneft is 14,325 billion cubic feet, comprising 0 billion cubic feet in Canada, 26 billion cubic feet in Venezuela, 15 billion cubic
feet in Vietnam, 200 billion cubic feet in Egypt and 14,084 billion cubic feet in Russia.

million barrels of oil equivalent c
North South
Rest of
UK Europe USd America Russia Asia
Subsidiaries
At 1 January
Developed 347 — 2,011 54 505 501 — 1,515 507 5,440
Undeveloped 222 — 1,093 195 608 288 — 1,374 272 4,052
569 — 3,104 248 1,114 790 — 2,889 779 9,492
Revisions of previous estimates 38 — 138 (5) (33) (69) — 64 (23) 110
Purchases of reserves-in-place 100 — 1,123 — — — — — — 1,222
Discoveries and extensions 29 — 20 — 5 116 — — — 169
Productione f (50) — (292) (9) (142) (152) — (170) (59) (874)
46 — 1,124 (15) (169) (102) — (106) (82) 696
At 31 Decemberg
Developed 307 — 2,309 43 384 464 — 1,746 488 5,741
Undeveloped 308 — 1,919 190 560 224 — 1,037 208 4,447
615 — 4,228 234 944 687 — 2,783 696 10,188
Equity-accounted entities (BP share)h
At 1 January
Developed — 80 — — 505 93 4,254 9 — 4,941
Undeveloped — 105 — — 341 25 3,536 1 — 4,008
— 184 — — 846 119 7,790 10 — 8,949
Revisions of previous estimates — 11 — — (1) (8) 313 — — 315
Productione — (17) — — (50) (10) (417) (7) — (501)
— 8 — 19 (9) (18) 816 (7) — 809
At 31 Decemberi j
Developed — 79 — — 501 76 4,638 2 — 5,296
Undeveloped — 113 — 20 336 25 3,968 1 — 4,462
— 192 — 20 837 101 8,605 3 — 9,757
At 1 January
Developed 347 80 2,011 54 1,010 595 4,254 1,524 507 10,381
Undeveloped 222 105 1,093 195 949 314 3,536 1,374 272 8,060
569 184 3,104 249 1,959 908 7,790 2,899 779 18,441
At 31 December
Developed 307 79 2,309 44 885 539 4,638 1,749 488 11,037
Undeveloped 308 113 1,919 210 896 249 3,968 1,037 208 8,908
615 192 4,228 253 1,781 788 8,605 2,786 696 19,945
a
b
c
d
e
f
entities.
g
h
i
Includes 565 million barrels of oil equivalent in respect of the non-controlling interest in Rosneft, including 107 mmboe held through BP’s interests in Russia other than Rosneft.
j
Total proved reserves held as part of our equity interest in Rosneft is 8,163 million barrels of oil equivalent, comprising less than 1 million barrels of oil equivalent in Canada, 62 million barrels
of oil equivalent in Venezuela, 3 million barrels of oil equivalent in Vietnam, 35 million barrels of oil equivalent in Egypt and 8,063 million barrels of oil equivalent in Russia.

million barrels
Crude oila b 2017
North South
Rest of
Subsidiaries
At 1 January
Developed 155 — 826 42 9 317 — 1,107 32 2,487
Undeveloped 274 — 497 209 11 42 — 245 14 1,291
429 — 1,322 251 20 358 — 1,352 46 3,778
Revisions of previous estimates 15 — 208 5 1 35 — 407 2 673
Purchases of reserves-in-place 3 — 1 — — 1 — — — 5
Production (29) — (131) (7) (5) (88) — (119) (6) (384)
(20) — 101 (2) (4) (50) — 330 (4) 351
At 31 Decemberd e
Developed 245 — 932 54 10 281 — 1,040 31 2,592
Undeveloped 164 — 492 195 6 28 — 642 11 1,537
409 — 1,423 248 16 309 — 1,682 42 4,129
At 1 January
Developed — 45 — — 321 1 3,162 43 — 3,573
Undeveloped — 69 — — 325 — 2,134 1 — 2,529
— 114 — — 646 1 5,296 44 — 6,101
Revisions of previous estimates — 2 — — 1 — 102 (1) — 104
Improved recovery — 11 — — 4 — — — — 16
Purchases of reserves-in-place — 34 — — — — 37 — — 71
Discoveries and extensions — 1 — — 22 — 264 — — 288
Production — (11) — — (28) — (325) (36) — (401)
Sales of reserves-in-place — (5) — — (98) — — — — (103)
— 31 — — (98) — 78 (37) — (25)
At 31 Decemberg
Developed — 56 — — 285 1 3,124 6 — 3,473
Undeveloped — 89 — — 263 — 2,251 — — 2,603
— 145 — — 548 1 5,374 6 — 6,076
At 1 January
Developed 155 45 826 42 330 318 3,162 1,150 32 6,060
Undeveloped 274 69 497 209 336 42 2,134 246 14 3,819
429 114 1,322 251 666 360 5,296 1,395 46 9,879
At 31 December
Developed 245 56 932 54 295 282 3,124 1,047 31 6,064
Undeveloped 164 89 492 195 269 28 2,251 642 11 4,140
409 145 1,423 249 564 310 5,374 1,688 42 10,205
a
b
c
Proved reserves in the Prudhoe Bay field in Alaska include an estimated 9 million barrels upon which a net profits royalty will be payable over the life of the field under the terms of the BP
d
e
f
Includes 337 million barrels of crude oil in respect of the 6.31% non-controlling interest in Rosneft, including 6 mmbbl held through BP’s equity accounted interest in Taas-Yuryakh
Neftegazodobycha.
g
Total proved crude oil reserves held as part of our equity interest in Rosneft is 5,402 million barrels, comprising less than 1 million barrels in Vietnam and Canada, 59 million barrels in
Venezuela and 5,342 million barrels in Russia.

million barrels
North South
Rest of
Subsidiaries
At 1 January
Developed 13 — 226 — 5 13 — — 9 266
Undeveloped 3 — 73 — 28 1 — — 2 107
16 — 299 — 33 14 — — 11 373
Revisions of previous estimates 2 — (44) — — 11 — — (4) (36)
Improved recovery — — 15 — — — — — — 15
Discoveries and extensions — — 1 — — — — — — 1
Productionc (3) — (24) — (3) (4) — — (1) (35)
(2) — (52) — (3) 7 — — (5) (55)
At 31 Decemberd
Developed 11 — 177 — 2 21 — — 5 216
Undeveloped 3 — 69 — 28 — — — 1 102
14 — 246 — 30 21 — — 6 318
At 1 January
Developed — 3 — — — 11 50 — — 65
Undeveloped — 2 — — — — 15 — — 17
— 5 — — — 11 65 — — 81
Revisions of previous estimates — — — — — 1 68 — — 69
Purchases of reserves-in-place — 2 — — — — — — — 2
Production — (1) — — — (1) (2) — — (4)
— 3 — — — (1) 66 — — 68
At 31 Decemberf
Developed — 4 — — — 10 82 — — 97
Undeveloped — 4 — — — — 49 — — 53
— 8 — — — 10 131 — — 149
At 1 January
Developed 13 3 226 — 5 24 50 — 9 331
Undeveloped 3 2 73 — 28 1 15 — 2 123
16 5 299 — 33 25 65 — 11 454
At 31 December
Developed 11 4 177 — 2 31 82 — 5 313
Undeveloped 3 4 69 — 28 — 49 — 1 154
14 8 246 — 30 31 131 — 6 467
a
b
c
d
e
f
Total proved NGL reserves held as part of our equity interest in Rosneft is 131 million barrels, comprising less than 1 million barrels in Venezuela, Vietnam and Canada, and 131 million barrels
in Russia.

million barrels
North South
Rest of
Subsidiaries
At 1 January
Developed 168 — 1,051 42 14 330 — 1,107 42 2,753
Undeveloped 277 — 569 209 39 43 — 245 16 1,398
445 — 1,621 251 53 372 — 1,352 57 4,151
Revisions of previous estimates 17 — 164 5 1 45 — 407 (2) 637
Productiond (32) — (155) (7) (8) (92) — (119) (7) (419)
(22) — 49 (2) (7) (43) — 330 (9) 296
At 31 Decembere
Developed 256 — 1,108 54 12 301 — 1,040 36 2,808
Undeveloped 167 — 561 195 34 28 — 642 12 1,639
424 — 1,669 248 46 329 — 1,682 48 4,447
At 1 January
Developed — 48 — — 321 12 3,213 43 — 3,637
Undeveloped — 71 — — 325 — 2,148 1 — 2,545
— 119 — — 646 12 5,361 44 — 6,183
Revisions of previous estimates — 2 — — 1 1 170 (1) — 174
Purchases of reserves-in-place — 36 — — — — 37 — — 72
Production — (12) — — (28) (2) (327) (36) — (405)
— 34 — — (98) (1) 144 (37) — 43
At 31 Decemberg h
Developed — 60 — — 285 11 3,206 6 — 3,569
Undeveloped — 93 — — 263 — 2,300 — — 2,656
— 153 — — 548 12 5,505 6 — 6,225
At 1 January
Developed 168 48 1,051 42 335 342 3,213 1,150 42 6,390
Undeveloped 277 71 569 209 364 43 2,148 246 16 3,943
445 119 1,621 251 699 385 5,361 1,395 57 10,333
At 31 December
Developed 256 60 1,108 54 297 313 3,206 1,047 36 6,377
Undeveloped 167 93 561 195 297 28 2,300 642 12 4,295
424 153 1,669 249 594 341 5,505 1,688 48 10,672
a
b
c
d
e
f
g
Includes 338 million barrels in respect of the non-controlling interest in Rosneft, including 6 mmboe held through BP’s equity accounted interest in Taas-Yuryakh Neftegazodobycha.
h
Total proved liquid reserves held as part of our equity interest in Rosneft is 5,533 million barrels, comprising less than 1 million barrels in Canada, 59 million barrels in Venezuela, less than
1 million barrels in Vietnam and 5,473 million barrels in Russia.

billion cubic feet
Natural gasa b 2017
North South
Rest of
Subsidiaries
At 1 January
Developed 499 — 5,447 — 1,784 767 — 1,890 3,012 13,398
Undeveloped 350 — 2,567 — 4,970 2,191 — 3,769 1,643 15,490
848 — 8,014 — 6,755 2,958 — 5,659 4,654 28,888
Revisions of previous estimates 50 — (38) 3 (677) (450) — 258 (129) (983)
Improved recovery — — 1,002 — — 1 — 6 — 1,009
Purchases of reserves-in-place 25 — — — — 527 — — — 552
Discoveries and extensions — — 10 — 829 14 — 1,229 — 2,082
Productionc (77) — (664) (3) (714) (380) — (152) (291) (2,281)
(5) — 309 — (562) (288) — 1,342 (420) 376
At 31 Decemberd
Developed 523 — 5,238 (1) 2,862 1,159 — 2,755 2,730 15,266
Undeveloped 320 — 3,086 — 3,330 1,510 — 4,245 1,505 13,997
843 — 8,323 (1) 6,193 2,670 — 7,000 4,235 29,263
At 1 January
Developed — 89 — — 1,546 412 5,544 26 — 7,617
Undeveloped — 21 — — 534 — 6,304 4 — 6,863
— 110 — 1 2,080 412 11,847 30 — 14,480
Revisions of previous estimates — 19 — — 47 5 1,556 (2) — 1,625
Purchases of reserves-in-place — 39 — — — 237 10 — — 286
Productionc — (19) — — (178) (32) (488) (8) — (726)
— 70 — — (356) 210 1,403 (10) — 1,316
At 31 Decemberf g
Developed — 112 — — 1,274 476 6,077 17 — 7,955
Undeveloped — 69 — — 450 146 7,173 3 — 7,841
— 180 — — 1,724 622 13,250 20 — 15,796
At 1 January
Developed 499 89 5,447 — 3,330 1,179 5,544 1,916 3,012 21,015
Undeveloped 350 21 2,567 — 5,505 2,191 6,304 3,772 1,643 22,353
848 110 8,014 — 8,835 3,370 11,847 5,688 4,654 43,368
At 31 December
Developed 523 112 5,238 — 4,136 1,635 6,077 2,771 2,730 23,221
Undeveloped 320 69 3,086 — 3,781 1,656 7,173 4,249 1,505 21,838
843 180 8,323 — 7,917 3,291 13,250 7,020 4,235 45,060
a
b
c
d
e
f
Includes 306 billion cubic feet of natural gas in respect of the 2.30% non-controlling interest in Rosneft including 2 billion cubic feet held through BP’s equity accounted interest in Taas-
Yuryakh Neftegazodobycha.
g
Total proved gas reserves held as part of our equity interest in Rosneft is 13,522 billion cubic feet, comprising 0 billion cubic feet in Canada, 28 billion cubic feet in Venezuela, 19 billion cubic
feet in Vietnam, 237 billion cubic feet in Egypt and 13,237 billion cubic feet in Russia.

million barrels of oil equivalentc
North South
Rest of
UK Europe USd America Russia Asia
Subsidiaries
At 1 January
Developed 254 — 1,990 42 321 462 — 1,433 561 5,063
Undeveloped 338 — 1,012 209 896 420 — 895 299 4,068
592 — 3,002 251 1,217 882 — 2,327 860 9,131
Revisions of previous estimates 25 — 157 5 (116) (32) — 451 (24) 467
Improved recovery — — 200 — — 2 — 1 — 203
Discoveries and extensions — — 14 — 143 3 — 254 — 413
Productione f (45) — (270) (8) (131) (157) — (145) (57) (812)
(23) — 102 (2) (104) (93) — 562 (81) 361
At 31 Decemberg
Developed 347 — 2,011 54 505 501 — 1,515 507 5,440
Undeveloped 222 — 1,093 195 608 288 — 1,374 272 4,052
569 — 3,104 248 1,114 790 — 2,889 779 9,492
Equity-accounted entities (BP share)h
At 1 January
Developed — 63 — — 588 83 4,168 47 — 4,951
Undeveloped — 75 — — 417 — 3,235 1 — 3,729
— 138 — — 1,005 83 7,404 49 — 8,679
Revisions of previous estimates — 5 — — 9 2 439 (1) — 454
Purchases of reserves-in-place — 42 — — — 41 38 — — 122
Productione — (15) — — (58) (7) (411) (38) — (530)
— 46 — — (159) 35 386 (39) — 269
At 31 Decemberi j
Developed — 80 — — 505 93 4,254 9 — 4,941
Undeveloped — 105 — — 341 25 3,536 1 — 4,008
— 184 — — 846 119 7,790 10 — 8,949
At 1 January
Developed 254 63 1,990 42 909 545 4,168 1,480 561 10,014
Undeveloped 338 75 1,012 209 1,313 420 3,235 896 299 7,797
592 138 3,002 251 2,222 966 7,404 2,376 860 17,810
At 31 December
Developed 347 80 2,011 54 1,010 595 4,254 1,524 507 10,381
Undeveloped 222 105 1,093 195 949 314 3,536 1,374 272 8,060
569 184 3,104 249 1,959 908 7,790 2,899 779 18,441
a
b
c
d
e
f
entities.
g
h
i
Includes 391 million barrels of oil equivalent in respect of the non-controlling interest in Rosneft, including 7 mmboe held through BP’s equity accounted interest in Taas-Yuryakh
Neftegazodobycha.
j
Total proved reserves held as part of our equity interest in Rosneft is 7,864 million barrels of oil equivalent, comprising less than 1 million barrels of oil equivalent in Canada, 64 million barrels
of oil equivalent in Venezuela, 3 million barrels of oil equivalent in Vietnam, 41 million barrels of oil equivalent in Egypt and 7,755 million barrels of oil equivalent in Russia.

Standardized measure of discounted future net cash flows and changes therein relating to proved oil and
gas reserves
The following tables set out the standardized measure of discounted future net cash flows, and changes therein, relating to crude oil and
natural gas production from the group’s estimated proved reserves. This information is prepared in compliance with FASB Oil and Gas
Disclosures requirements.
Future net cash flows have been prepared on the basis of certain assumptions which may or may not be realized. These include the timing of
future production, the estimation of crude oil and natural gas reserves and the application of average crude oil and natural gas prices and
exchange rates from the previous 12 months. Furthermore, both proved reserves estimates and production forecasts are subject to revision as
further technical information becomes available and economic conditions change. BP cautions against relying on the information presented
because of the highly arbitrary nature of the assumptions on which it is based and its lack of comparability with the historical cost information
presented in the financial statements.
$ million
2019
Europe North South Africa Asia Australasia Total
America America
Rest of
At 31 December
Subsidiaries
Future cash inflowsa 28,600 — 135,900 7,400 11,500 21,200 — 135,800 24,000 364,400
Future production costb 13,700 — 59,200 3,400 5,700 6,700 — 53,200 6,100 148,000
Future development costb 1,700 — 16,400 1,200 2,000 1,300 — 16,700 2,700 42,000
Future taxationc 5,200 — 8,700 200 1,300 3,300 — 46,000 5,300 70,000
Future net cash flows 8,000 — 51,600 2,600 2,500 9,900 — 19,900 9,900 104,400
10% annual discountd 2,700 — 23,100 1,400 600 2,300 — 7,200 4,400 41,700
Standardized measure of discounted
future net cash flowse f 5,300 — 28,500 1,200 1,900 7,600 — 12,700 5,500 62,700
Future cash inflowsa — 10,300 — — 36,800 — 322,000 — — 369,100
Future production costb — 3,500 — — 14,900 — 222,600 — — 241,000
Future development costb — 700 — — 3,900 — 21,800 — — 26,400
Future taxationc — 4,700 — — 4,100 — 13,300 — — 22,100
Future net cash flows — 1,400 — — 13,900 — 64,300 — — 79,600
10% annual discountd — 400 — — 8,200 — 37,100 — — 45,700
future net cash flowsh i — 1,000 — — 5,700 — 27,200 — — 33,900
Total subsidiaries and equity-accounted entities
future net cash flowsj 5,300 1,000 28,500 1,200 7,600 7,600 27,200 12,700 5,500 96,600
The following are the principal sources of change in the standardized measure of discounted future net cash flows:
$ million
Total subsidiaries and
Equity-accounted equity-accounted
Subsidiaries entities (BP share) entities
Sales and transfers of oil and gas produced, net of production costs (27,400) (8,400) (35,800)
Development costs for the current year as estimated in previous year 9,200 4,100 13,300
Extensions, discoveries and improved recovery, less related costs 3,800 2,600 6,400
Net changes in prices and production cost (28,100) (8,200) (36,300)
Revisions of previous reserves estimates 300 1,100 1,400
Net change in taxation 16,600 2,400 19,000
Future development costs (1,500) (4,300) (5,800)
Net change in purchase and sales of reserves-in-place (1,400) — (1,400)
Addition of 10% annual discount 8,300 4,100 12,400
Total change in the standardized measure during the yeark (20,200) (6,600) (26,800)
a
The marker prices used were Brent $62.74/bbl, Henry Hub $2.58/mmBtu.
b
Production costs, which include production taxes, and development costs relating to future production of proved reserves are based on the continuation of existing economic conditions.
Future decommissioning costs are included.
c
Taxation is computed with reference to appropriate year-end statutory corporate income tax rates.
d
Future net cash flows from oil and natural gas production are discounted at 10% regardless of the group assessment of the risk associated with its producing activities.
e
In certain situations, revenues and costs are included in the standardized measure of discounted future net cash flows valuation and excluded from the determination of proved reserves and
vice versa. This can result in the standardized measure of discounted future net cash flows being negative.
f
Non-controlling interests in BP Trinidad and Tobago LLC amounted to $600 million.
g
The standardized measure of discounted future net cash flows of equity-accounted entities includes standardized measure of discounted future net cash flows of equity-accounted
investments of those entities.
h
Non-controlling interests in Rosneft amounted to $2,100 million in Russia.
i
No equity-accounted future cash flows in Africa because proved reserves are received as a result of contractual arrangements, with no associated costs.
j
Includes future net cash flows for assets held for sale at 31 December 2019.
k
Total change in the standardized measure during the year includes the effect of exchange rate movements. Exchange rate effects arising from the translation of our share of Rosneft changes
to US dollars are included within ‘Net changes in prices and production cost’.

gas reserves – continued
$ million
2018
America America
Rest of
At 31 December
Subsidiaries
Future taxationc 8,900 — 16,600 — 3,200 5,300 — 51,100 6,900 92,000
Future net cash flows 13,700 — 68,000 (400) 4,300 14,000 — 24,200 13,000 136,800
10% annual discountd 5,000 — 29,900 (200) 700 3,300 — 9,400 5,800 53,900
future net cash flowse f 8,700 — 38,100 (200) 3,600 10,700 — 14,800 7,200 82,900
Future cash inflowsa — 12,800 — — 38,500 — 356,800 — — 408,100
Future production costb — 4,200 — — 16,100 — 238,400 — — 258,700
Future development costb — 800 — — 3,600 — 19,300 — — 23,700
future net cash flowsh i — 1,300 — — 5,900 — 33,300 — — 40,500
future net cash flows 8,700 1,300 38,100 (200) 9,500 10,700 33,300 14,800 7,200 123,400
$ million
Net changes in prices and production cost 41,000 13,100 54,100
Revisions of previous reserves estimates (2,100) 2,000 (100)
Net change in taxation (17,000) (4,600) (21,600)
Future development costs 1,000 (3,500) (2,500)
Net change in purchase and sales of reserves-in-place 7,600 400 8,000
Total change in the standardized measure during the yearj 31,200 10,100 41,300
a
b
Future decommissioning costs are included. 2018 comparative for Russia equity-accounted entity future production cost has been restated from $232,100 million to maintain consistency
with 2019 presentation.
c
Taxation is computed with reference to appropriate year-end statutory corporate income tax rates. 2018 comparative for Russia equity-accounted entity future taxation has been restated
from $24,000 million to maintain consistency with 2019 presentation.
d
e
In certain situations, revenues and costs are included in the standardized measure of discounted future net cash flows valuation and excluded from the determination of proved reserves and
vice versa. This can result in the standardized measure of discounted future net cash flows being negative.
f
Non-controlling interests in BP Trinidad and Tobago LLC amounted to $1,100 million.
g
h
i
i
Total change in the standardized measure during the year includes the effect of exchange rate movements. Exchange rate effects arising from the translation of our share of Rosneft changes
to US dollars are included within ‘Net changes in prices and production cost’.

gas reserves – continued
$ million
2017
America America
Rest of
At 31 December
Subsidiaries
Future taxationc 4,200 — 6,500 — 1,700 3,800 — 33,200 4,800 54,200
Future net cash flows 6,600 — 33,900 1,900 4,000 11,200 — 14,800 9,800 82,200
10% annual discountd 2,100 — 13,100 1,100 500 3,400 — 5,500 4,800 30,500
future net cash flowse 4,500 — 20,800 800 3,500 7,800 — 9,300 5,000 51,700
Future cash inflowsa — 9,000 — — 32,900 — 205,100 400 — 247,400
Future production costb — 4,100 — — 15,500 — 114,900 300 — 134,800
Future development costb — 800 — — 3,400 — 17,600 100 — 21,900
future net cash flowsg h — 600 — — 4,500 — 25,300 — — 30,400
future net cash flows 4,500 600 20,800 800 8,000 7,800 25,300 9,300 5,000 82,100
$ million
Net changes in prices and production cost 33,100 7,300 40,400
Revisions of previous reserves estimates 2,800 1,000 3,800
Net change in taxation (12,500) (1,500) (14,000)
Future development costs 3,000 (4,600) (1,600)
Net change in purchase and sales of reserves-in-place 800 (600) 200
Total change in the standardized measure during the yearj 28,800 4,200 33,000
a
b
Future decommissioning costs are included.
c
Taxation is computed with reference to appropriate year-end statutory corporate income tax rates.
d
e
Non-controlling interests in BP Trinidad and Tobago LLC amounted to $1,100 million.
f
g
h
i
Total change in the standardized measure during the year includes the effect of exchange rate movements. Exchange rate effects arising from the translation of our share of Rosneft to US
dollars are included within ‘Net changes in prices and production cost’.

Operational and statistical information
The following tables present operational and statistical information related to production, drilling, productive wells and acreage. Figures include
amounts attributable to assets held for sale.
Crude oil and natural gas production
The following table shows crude oil, natural gas liquids and natural gas production for the years ended 31 December 2019, 2018 and 2017.
Production for the yeara b
America America
Rest of
UK Europe US America Russiac Asia
Subsidiariesd
Crude oile thousand barrels per day
2019 100 — 400 24 7 156 — 343 17 1,046

2018 101 — 385 24 7 204 — 313 17 1,051
2017 80 — 370 20 12 241 — 325 17 1,064
Natural gas liquids thousand barrels per day
2019 3 — 81 — 9 8 — — 2 104
2018 5 — 60 — 9 11 — — 2 88
2017 6 — 56 — 10 10 — — 2 85
Natural gasf million cubic feet per day
2019 129 — 2,358 2 1,977 1,138 — 976 786 7,366

2018 152 — 1,900 7 2,136 1,061 — 826 819 6,900
2017 182 — 1,659 9 1,936 949 — 371 783 5,889
Crude oile thousand barrels per day
2019 — 35 — — 56 1 955 — — 1,047

2018 — 34 — — 55 1 933 16 — 1,040
2017 — 31 — — 63 1 905 99 — 1,099
Natural gas liquids thousand barrels per day
2019 — 2 — — 1 8 3 — — 14
2018 — 2 — — — 6 4 — — 12
2017 — 2 — — — 6 4 — — 12
Natural gasf million cubic feet per day
2019 — 56 — — 314 87 1,279 — — 1,736

2018 — 59 — — 335 80 1,286 — — 1,760
2017 — 53 — — 418 77 1,308 — — 1,855
a
Production excludes royalties due to others, whether payable in cash or in kind, where the royalty owner has a direct interest in the underlying production and the option and ability to make
lifting and sales arrangements independently.
b
c
Amounts reported for Russia include BP’s share of Rosneft worldwide activities, including insignificant amounts outside Russia.
d
All of the oil and liquid production from Canada is bitumen.
e
Crude oil includes condensate.
f
Natural gas production excludes gas consumed in operations.

Operational and statistical information – continued
Productive oil and gas wells and acreage
The following tables show the number of gross and net productive oil and natural gas wells and total gross and net developed and
undeveloped oil and natural gas acreage in which the group and its equity-accounted entities had interests as at 31 December 2019. A ‘gross’
well or acre is one in which a whole or fractional working interest is owned, while the number of ‘net’ wells or acres is the sum of the whole or
fractional working interests in gross wells or acres. Productive wells are producing wells and wells capable of production. Developed acreage is
the acreage within the boundary of a field, on which development wells have been drilled, which could produce the reserves; while
undeveloped acres are those on which wells have not been drilled or completed to a point that would permit the production of commercial
quantities, whether or not such acres contain proved reserves.
Europe North South Africa Asia Australasia Totalb
America America
Rest of
Number of productive wells at 31 December 2019

Oil wellsc – gross 117 80 2,775 177 5,526 290 66,696 2,067 12 77,740
– net 70 24 1,152 48 2,528 65 13,278 477 2 17,644
Gas wellsd – gross 36 1 18,552 238 1,119 220 447 129 78 20,820
– net 7 — 8,811 118 401 91 92 60 16 9,596
Oil and natural gas acreage at 31 December 2019 thousands of acres
Developed – gross 75 81 6,232 143 1,354 823 7,709 1,322 173 17,912
– net 44 24 3,658 62 361 287 1,377 292 41 6,146
Undevelopede – gross 2,851 150 5,311 14,953 23,892 51,105 439,848 9,793 4,022 551,925
– net 1,594 45 3,749 7,890 8,456 33,683 84,689 2,430 1,889 144,425
a
Based on information received from Rosneft as at 31 December 2019.
b
c
Includes approximately 6,916 gross (1,314 net) multiple completion wells (more than one formation producing into the same well bore).
d
Includes approximately 2,618 gross (1,265 net) multiple completion wells. If one of the multiple completions in a well is an oil completion, the well is classified as an oil well.
e
Undeveloped acreage includes leases and concessions.
Net oil and gas wells completed or abandoned

The following table shows the number of net productive and dry exploratory and development oil and natural gas wells completed or
abandoned in the years indicated by the group and its equity-accounted entities. Productive wells include wells in which hydrocarbons were
encountered and the drilling or completion of which, in the case of exploratory wells, has been suspended pending further drilling or evaluation.
A dry well is one found to be incapable of producing hydrocarbons in sufficient quantities to justify completion.
Europe North South Africa Asia Australasia Totala
America America
Rest of
2019
Exploratory
Productive — 0.2 0.8 0.8 3.5 2.3 11.6 5.2 — 24.4
Dry 1.0 0.3 1.6 0.5 1.1 0.3 0.5 0.4 0.2 5.9
Development
Productive 1.7 2.4 193.0 0.2 110.7 6.0 230.8 49.6 0.4 594.8
Dry — 0.3 10.0 — 0.6 — — 1.0 — 11.9
2018
Exploratory
Productive 0.3 — 1.7 — 2.0 — 15.0 5.0 — 24.0
Dry — — — 0.5 2.0 2.4 — — — 4.9
Development
Productive 1.4 0.6 142.7 5.0 103.9 14.4 137.3 53.5 1.3 460.1
Dry — — 6.8 — 3.6 — — 2.6 — 13.0
2017
Exploratory
Productive 2.8 0.1 1.5 1.2 3.2 2.6 9.4 1.4 — 22.2
Dry 2.4 — — — — 2.9 — 1.0 — 6.3
Development
Productive 2.5 0.5 124.0 8.0 103.7 16.5 282.7 43.6 1.1 582.6
Dry — — 0.5 — 1.6 2.1 — 0.8 — 5.0
a

Operational and statistical information – continued
Drilling and production activities in progress
The following table shows the number of exploratory and development oil and natural gas wells in the process of being drilled by the group and
its equity-accounted entities as of 31 December 2019. Suspended development wells and long-term suspended exploratory wells are also
included in the table.
Europe North South Africa Asia Australasia Totala
America America
Rest of
At 31 December 2019
Exploratory
Gross — — 8.0 — 2.0 4.0 — 5.0 — 19.0
Net — — 4.9 — 0.5 1.6 — 0.5 — 7.5
Development
Gross 6.0 3.6 213.0 6.0 13.0 26.0 — 216.0 2.0 485.6
Net 2.0 1.1 140.0 3.0 4.1 14.5 — 29.1 0.8 194.6
a

Parent company financial statements of BP p.l.c.
Company balance sheet
Note 2019 2018
Non-current assets
Investments 2 166,256 166,271
Receivables 3 2,771 2,600
Defined benefit pension plan surpluses 4 6,588 5,473
175,615 174,344
Current assets
Receivables 3 135 151
Cash and cash equivalents — 13
135 164
Total assets 175,750 174,508
Current liabilities
Payables 5 18,007 14,665
Payables 5 31,927 31,800
Deferred tax liabilities 6 2,293 1,907
Defined benefit pension plan deficits 4 202 184
34,422 33,891
Net assets 123,321 125,952
Capital and reservesa
Brought forward 96,430 101,078
Profit for the year 4,470 1,931
Other movements (8,829) (6,579)
92,071 96,430
Called-up share capital 7 5,404 5,402
Share premium account 12,417 12,305
Other capital and reserves 13,429 11,815
123,321 125,952
a
See Statement of changes in equity on page 261 for further information.
The financial statements on pages 260-296 were approved and signed by the group chief executive on 18 March 2020 having been duly
authorized to do so by the board of directors:
B Looney Chief executive officer
The parent company financial statements of BP p.l.c. on pages 260-296 do not form part of BP’s Annual Report on Form 20-F as filed with
the SEC.
Company statement of changes in equitya
$ million
Foreign
Share Capital currency
premium redemption Merger Treasury translation Profit and
Share capital account reserve reserve shares reserve loss account Total equity
At 1 January 2019 5,402 12,305 1,439 26,509 (15,767) (366) 96,430 125,952
Profit for the year — — — — — — 4,470 4,470
Other comprehensive income — — — — — 200 401 601
Total comprehensive income — — — — — 200 4,871 5,071
Dividends 52 (52) — — — — (6,929) (6,929)
Repurchases of ordinary share capital (59) — 59 — — — (1,511) (1,511)
Share-based payments, net of tax 9 164 — — 1,355 — (790) 738
At 31 December 2019 5,404 12,417 1,498 26,509 (14,412) (166) 92,071 123,321
At 1 January 2018 5,343 12,147 1,426 26,509 (16,958) (70) 101,078 129,475
Profit for the year — — — — — — 1,931 1,931
Other comprehensive income — — — — — (296) 1,178 882
Total comprehensive income — — — — — (296) 3,109 2,813
Dividends 49 (49) — — — — (6,699) (6,699)
Repurchases of ordinary share capital (13) — 13 — — — (355) (355)
Share-based payments, net of tax 23 207 — — 1,191 — (703) 718
At 31 December 2018 5,402 12,305 1,439 26,509 (15,767) (366) 96,430 125,952
a
the SEC.
1. Significant accounting policies, judgements, estimates and assumptions
Authorization of financial statements and statement of compliance with Financial Reporting Standard 101 ‘Reduced Disclosure
Framework’ (FRS 101)
The financial statements of BP p.l.c. for the year ended 31 December 2019 were approved and signed by the chief executive officer on
18 March 2020 having been duly authorized to do so by the board of directors. The company meets the definition of a qualifying entity under
Financial Reporting Standard 100 ‘Application of Financial Reporting Requirements’ (FRS 100) issued by the Financial Reporting Council.
Accordingly, these financial statements have been prepared in accordance with FRS 101 and in accordance with the provisions of the UK
Companies Act 2006.
Basis of preparation
The financial statements have been prepared on a going concern basis and in accordance with the Companies Act 2006 and applicable UK
accounting standards.
The financial statements have been prepared under the historical cost convention. Historical cost is generally based on the fair value of the
consideration given in exchange for the assets.
As permitted by FRS 101, the company has taken advantage of the disclosure exemptions available in relation to:
(a) the requirements of IFRS 7 ‘Financial Instruments: Disclosures’;
(b) the requirements of paragraphs 10(d), 10(f), 16, 38A, 38B, 38C, 38D, 40A, 40B, 40C, 40D, 111 and 134 to 136 of IAS 1 ‘Presentation of
Financial Statements’;
(c) the requirements in paragraph 38 of IAS 1 'Presentation of Financial Statements' to present comparative information in respect of
paragraph 79(a)(iv) of IAS 1.
(d) the requirements of IAS 7 ‘Statement of Cash Flows’;
(e) the requirements of paragraphs 30 and 31 of IAS 8 ‘Accounting Policies, Changes in Accounting Estimates and Errors’ in relation to
standards not yet effective;
(f) the requirements of paragraphs 17 and 18A of IAS 24 ‘Related Party Disclosures’;
(g) the requirements of IAS 24 ‘Related Party Disclosures’ to disclose related party transactions entered into between two or more members
of a group, provided that any subsidiary which is a party to the transaction is wholly owned by such a member; and
(h) the requirement of the second sentence of paragraph 110 and paragraphs 113(a), 114,115, 118, 119(a) to (c), 120 to 127 and 129 of IFRS 15
'Revenue from Contracts with Customers'.
Where required, equivalent disclosures are given in the consolidated financial statements of BP p.l.c.
As permitted by Section 408 of the Companies Act 2006, the income statement of the company is not presented as part of these financial
statements.
The financial statements are presented in US dollars and all values are rounded to the nearest million dollars ($ million), except where
otherwise indicated.
Significant accounting policies: use of judgements, estimates and assumptions

Inherent in the application of many of the accounting policies used in preparing the financial statements is the need for management to make
judgements, estimates and assumptions that affect the reported amounts of assets and liabilities, the disclosure of contingent assets and
liabilities, and the reported amounts of revenues and expenses. Actual outcomes could differ from the estimates and assumptions used. The
accounting judgements and estimates that have a significant impact on the results of the company are set out in boxed text below, and should
be read in conjunction with the information provided in the Notes on financial statements.
Investments
Investments in subsidiaries are recorded at cost. The company assesses investments for impairment whenever events or changes in
circumstances indicate that the carrying amount may not be recoverable. If any such indication of impairment exists, the company makes an
estimate of its recoverable amount. Where the carrying amount of an investment exceeds its recoverable amount, the investment is
considered impaired and is written down to its recoverable amount. Where these circumstances have reversed, the impairment previously
made is reversed to the extent of the original cost of the investment.
Foreign currency translation
The functional and presentation currency of the financial statements is US dollars. Transactions in foreign currencies are initially recorded in the
functional currency by applying the spot exchange rate on the date of the transaction. Monetary assets and liabilities denominated in foreign
currencies are retranslated into the functional currency at the spot exchange rate on the balance sheet date. Any resulting exchange
differences are included in the income statement. Non-monetary assets and liabilities, other than those measured at fair value, are not
retranslated subsequent to initial recognition.
Exchange adjustments arising when the opening net assets and the profits for the year retained by a non-US dollar functional currency branch
are translated into US dollars are recognized in a separate component of equity and reported in other comprehensive income. Income
statement transactions are translated into US dollars using the average exchange rate for the reporting period.
Financial guarantees
The company enters into financial guarantee contracts with its subsidiaries. At the inception of a financial guarantee contract, a liability is
recognized initially at fair value and then subsequently at the higher of the estimated loss and amortized cost. Where a guarantee is issued for
a premium, a receivable of an amount equal to the liability is initially recognized. Subsequently, the liability and receivable reduce by the amount
of consideration received, which is recognized in the income statement. Where a guarantee is issued without a premium, the fair value is
recognized as additional investment in the entity to which the guarantee relates.
the SEC.
Equity-settled transactions
The cost of equity-settled transactions with employees of the company and other members of the group is measured by reference to the fair
value of the equity instruments on the date on which they are granted and is recognized as an expense over the vesting period, which ends on
the date on which the employees become fully entitled to the award. A corresponding credit is recognized within equity. Fair value is
determined by using an appropriate, widely used, valuation model. In valuing equity-settled transactions, no account is taken of any vesting
conditions, other than conditions linked to the price of the shares of the company (market conditions). Non-vesting conditions, such as the
condition that employees contribute to a savings-related plan, are taken into account in the grant-date fair value, and failure to meet a non-
vesting condition, where this is within the control of the employee, is treated as a cancellation and any remaining unrecognized cost is
expensed.
For other equity-settled share-based payment transactions, the goods or services received and the corresponding increase in equity are
measured at the fair value of the goods or services received, unless their fair value cannot be reliably estimated. If the fair value of the goods
and services received cannot be reliably estimated, the transaction is measured by reference to the fair value of the equity instruments
granted.
Cash-settled transactions
The cost of cash-settled transactions is recognized as an expense over the vesting period, measured by reference to the fair value of the
corresponding liability which is recognized on the balance sheet. The liability is remeasured at fair value at each balance sheet date until
settlement, with changes in fair value recognized in the income statement.
Pensions
The defined benefit pension plans are plans that share risks between entities under common control. In each instance BP p.l.c. is the principal
employer and carries the whole plan surplus or deficit on its balance sheet. The cost of providing benefits under the company’s defined benefit
plans is determined separately for each plan using the projected unit credit method, which attributes entitlement to benefits to the current
period to determine current service cost and to the current and prior periods to determine the present value of the defined benefit obligation.
Past service costs, resulting from either a plan amendment or a curtailment (a reduction in future obligations as a result of a material reduction
in the plan membership), are recognized immediately when the company becomes committed to a change.
Net interest expense relating to pensions, which is recognized in the income statement, represents the net change in present value of plan
obligations and the value of plan assets resulting from the passage of time, and is determined by applying the discount rate to the present
value of the benefit obligation at the start of the year, and to the fair value of plan assets at the start of the year, taking into account expected
changes in the obligation or plan assets during the year.
Remeasurements of the defined benefit liability and asset, comprising actuarial gains and losses, and the return on plan assets (excluding
amounts included in net interest described above) are recognized within other comprehensive income in the period in which they occur and
are not subsequently reclassified to profit and loss.
The defined benefit pension plan surplus or deficit recognized on the balance sheet for each plan comprises the difference between the
present value of the defined benefit obligation (using a discount rate based on high quality corporate bonds) and the fair value of plan assets
out of which the obligations are to be settled directly. Fair value is based on market price information and, in the case of quoted securities, is
the published bid price. Defined benefit pension plan surpluses are only recognized to the extent they are recoverable, typically by way of
refund.
Contributions to defined contribution plans are recognized in the income statement in the period in which they become payable.
Significant estimate: pensions
Accounting for defined benefit pensions involves making significant estimates when measuring the company's pension plan surpluses and
deficits. These estimates require assumptions to be made about many uncertainties.
Pension assumptions are reviewed by management at the end of each year. These assumptions are used to determine the projected benefit
obligation at the year end and hence the surpluses and deficits recorded on the company’s balance sheet, and pension expense for the
following year. The assumptions used are provided in Note 4.
The assumptions that are the most significant to the amounts reported are the discount rate, inflation rate, salary growth and mortality levels.
Assumptions about these variables are based on the environment in each country. The assumptions used vary from year to year, with
resultant effects on future net income and net assets. Changes to some of these assumptions, in particular the discount rate and inflation
rate, could result in material changes to the carrying amounts of the company’s pension obligations within the next financial year for the UK
plan. Any differences between these assumptions and the actual outcome will also affect future net income and net assets.
The values ascribed to these assumptions and a sensitivity analysis of the impact of changes in the assumptions on the benefit expense and
obligation used are provided in Note 4.
Income taxes
Income tax expense represents the sum of current tax and deferred tax.
Income tax is recognized in the income statement, except to the extent that it relates to items recognized in other comprehensive income or
directly in equity, in which case the related tax is recognized in other comprehensive income or directly in equity.
Current tax is based on the taxable profit for the period. Taxable profit differs from net profit as reported in the income statement because it is
determined in accordance with the rules established by the applicable taxation authorities. It therefore excludes items of income or expense
that are taxable or deductible in other periods as well as items that are never taxable or deductible. The company’s liability for current tax is
calculated using tax rates and laws that have been enacted or substantively enacted by the balance sheet date.
Deferred tax is provided, using the liability method, on temporary differences at the balance sheet date between the tax bases of assets and
liabilities and their carrying amounts for financial reporting purposes. Deferred tax liabilities are recognized for taxable temporary differences.
Deferred tax assets are only recognized to the extent that it is probable that they will be realized in the future.
the SEC.
Deferred tax assets and liabilities are measured at the tax rates that are expected to apply in the period when the asset is realized or the
liability is settled, based on tax rates (and tax laws) that have been enacted or substantively enacted at the balance sheet date. Deferred tax
assets and liabilities are not discounted. See note 6 for further details.
Financial assets
The company determines the classification of its financial assets at initial recognition. Financial assets are recognized initially at fair value,
normally being the transaction price plus directly attributable transaction costs. The subsequent measurement of financial assets depends on
their classification, as set out below. The company derecognizes financial assets when the contractual rights to the cash flows expire or the
rights to receive cash flows have been transferred to a third party along with substantially all of the risks and rewards or control of the asset.
Financial assets measured at amortized cost
Financial assets are classified as measured at amortized cost when they are held in a business model the objective of which is to collect contractual
cash flows and the contractual cash flows represent solely payments of principal and interest. Such assets are carried at amortized cost using
the effective interest method if the time value of money is significant. Gains and losses are recognized in profit or loss when the assets are
derecognized or impaired and when interest is recognized using the effective interest method. This category of financial assets includes trade
and other receivables.
Cash equivalents
Cash equivalents are short-term highly liquid investments that are readily convertible to known amounts of cash, are subject to insignificant risk
of changes in value and generally have a maturity of three months or less from the date of acquisition. Cash equivalents are classified as
financial assets measured at amortized cost.
All financial liabilities held by the company are classified as financial liabilities measured at amortized cost. Financial liabilities include other
payables, accruals, and finance debt. The company determines the classification of its financial liabilities at initial recognition.
Financial liabilities measured at amortized cost
All financial liabilities are initially recognized at fair value, net of directly attributable transaction costs. For interest-bearing loans and borrowings
this is typically equivalent to the fair value of the proceeds received, net of issue costs associated with the borrowing.
After initial recognition, financial liabilities are subsequently measured at amortized cost using the effective interest method. Amortized cost is
calculated by taking into account any issue costs and any discount or premium on settlement. Gains and losses arising on the repurchase,
settlement or cancellation of liabilities are recognized in interest and other income and finance costs respectively.
Impact of new International Financial Reporting Standards
The company adopted IFRS 16 ‘Leases’, which replaced IAS 17 ‘Leases’ and IFRIC 4 ‘Determining whether an arrangement contains a lease’,
with effect from 1 January 2019. The adoption of IFRS 16 has had no material impact on the company's financial statements. There are no other
new or amended standards or interpretations adopted during the year that have a significant impact on the financial statements.
the SEC.
2. Investments
$ million
Subsidiaries Associates
Shares Shares Total
Cost
At 1 January 2019 166,302 2 166,304
Additions — — —
Disposals (15) — (15)
At 31 December 2019 166,287 2 166,289
Amounts provided
At 1 January 2019 33 — 33
At 31 December 2019 33 — 33
Cost
At 1 January 2018 166,307 2 166,309
Additions 270 — 270
Disposals (275) — (275)
At 31 December 2018 166,302 2 166,304
Amounts provided
At 1 January 2018 33 — 33
At 31 December 2018 33 — 33
At 31 December 2019 166,254 2 166,256
At 31 December 2018 166,269 2 166,271
The more important subsidiaries of the company at 31 December 2019 and the percentage holding of ordinary share capital (to the nearest
whole number) are set out below. For a full list of related undertakings see Note 14.
Subsidiaries % Country of incorporation Principal activities

International
BP Global Investments 100 England & Wales Investment holding
BP International 100 England & Wales Integrated oil operations
Burmah Castrol 100 Scotland Lubricants
Canada
BP Holdings Canada 100 England & Wales Investment holding
US
BP Holdings North America 100 England & Wales Investment holding
The carrying value of the investment in BP International Limited at 31 December 2019 was $76,152 million (2018 $76,152 million).
3. Receivables
$ million
2019 2018
Amounts receivable from subsidiariesa 134 2,771 148 2,600
Amounts receivable from associates 1 — 4 —
Other receivables — — (1) —
135 2,771 151 2,600
a
Non-current receivables includes a promissory note issued by BP (Abu Dhabi) Limited in 2016 in consideration for the issue of BP p.l.c. ordinary shares to the government of Abu Dhabi.
4. Pensions
The primary pension arrangement is a funded final salary pension plan in the UK under which retired employees draw the majority of their
benefit as an annuity. This pension plan is governed by a corporate trustee whose board is composed of four member-nominated directors, four
company-nominated directors, an independent director, and an independent chairman nominated by the company. The trustee board is required
by law to act in the best interests of the plan participants and is responsible for setting certain policies, such as investment policies of the plan.
The plan is closed to new joiners but remains open to ongoing accrual for current members. New joiners are eligible for membership of a
defined contribution plan.
The level of contributions to funded defined benefit plans is the amount needed to provide adequate funds to meet pension obligations as they
fall due. During 2019 the aggregate level of contributions was $236 million (2018 $490 million). The aggregate level of contributions in 2020 is
expected to be approximately $255 million, and includes contributions we expect to be required to make by law or under contractual
agreements, as well as an allowance for discretionary funding.
the SEC.
4. Pensions – continued
For the primary UK plan there is a funding agreement between the company and the trustee. On an annual basis the latest funding position is
reviewed and a schedule of contributions is agreed covering the next five years. Contractually committed funding amounted to $1,276 million
at 31 December 2019, all of which relates to future service. The surplus relating to the primary UK pension plan is recognized on the balance
sheet on the basis that the company is entitled to a refund of any remaining assets once all members have left the plan.
The obligation and cost of providing the pension benefits is assessed annually using the projected unit credit method. The date of the most
recent actuarial review was 31 December 2019. The principal plans are subject to a formal actuarial valuation every three years in the UK. The
most recent formal actuarial valuation of the main pension plan was as at 31 December 2017.
The material financial assumptions used for estimating the benefit obligations of the plans are set out below. The assumptions are reviewed by
management at the end of each year and are used to evaluate accrued pension benefits at 31 December and pension expense for the following
year.
Financial assumptions used to determine benefit obligation %
2019 2018
Discount rate for pension plan liabilities 2.1 2.9
Rate of increase in salaries 3.4 3.8
Rate of increase for pensions in payment 2.7 3.0
Rate of increase in deferred pensions 2.7 3.0
Inflation for pension plan liabilities 2.7 3.1
Financial assumptions used to determine benefit expense %

2019 2018
Discount rate for pension plan service costs 3.0 2.6
Discount rate for pension plan other finance expense 2.9 2.5
Inflation for pension plan service costs 3.1 3.1
The discount rate assumption is based on third-party AA corporate bond indices and we use yields that reflect the maturity profile of the
expected benefit payments. The inflation rate assumption is based on the difference between the yields on index-linked and fixed-interest long-
term government bonds. The inflation assumption is used to determine the rate of increase for pensions in payment and the rate of increase in
deferred pensions.
The assumption for the rate of increase in salaries is based on our inflation assumption plus an allowance for expected long-term real salary
growth. This comprises of an allowance for promotion-related salary growth of 0.7%.
In addition to the financial assumptions, we regularly review the demographic and mortality assumptions. The mortality assumptions reflect
best practice in the UK and have been chosen with regard to the latest available published tables adjusted to reflect the experience of the
plans and an extrapolation of past longevity improvements into the future. For the main pension plan the mortality assumptions are as follows:
Mortality assumptions Years
2019 2018
Life expectancy at age 60 for a male currently aged 60 27.3 27.4
Life expectancy at age 60 for a male currently aged 40 28.9 28.9
Life expectancy at age 60 for a female currently aged 60 28.7 28.8
Life expectancy at age 60 for a female currently aged 40 30.5 30.6
The assets of the primary plan are held in a trust, the primary objective of which is to accumulate pools of assets sufficient to meet the
obligations of the plan. The assets of the trusts are invested in a manner consistent with fiduciary obligations and principles that reflect current
practices in portfolio management.
A significant proportion of the assets are held in equities, owing to a higher expected level of return over the long term of such assets with an
acceptable level of risk. In order to provide reasonable assurance that no single security or type of security has an unwarranted impact on the
total portfolio, the investment portfolios are highly diversified.
The trustee’s long-term investment objective for the primary UK plan as it matures is to invest in assets whose value changes in the same way
as the plan liabilities, in order to reduce the level of funding risk. To move towards this objective, the UK plan uses a liability driven investment
(LDI) approach for part of the portfolio, investing primarily in government bonds to achieve this matching effect for the most significant plan
liability assumptions of interest rate and inflation rate. This is partly funded by short-term sale and repurchase agreements, whereby the plan
borrows money using existing bonds as security and which will be bought back at a specified price at an agreed future date. The funds raised
are used to invest in further bonds to increase the proportion of assets which match the plan liabilities. The borrowings are shown separately in
the analysis of pension plan assets in the table below.
For the primary UK pension plan there is an agreement with the trustee to increase the proportion of assets with liability matching
characteristics over time primarily by reducing the proportion of plan assets held as equities and increasing the proportion held as bonds.
During 2019, the plan switched 2% from equities to bonds (2018 12.5%).
The company’s asset allocation policy for the primary plan is as follows:
Asset category %
Total equity (including private equity) 28
Bonds/cash (including LDI) 65
Property/real estate 7
The amounts invested under the LDI programme by the primary UK pension plan as at 31 December 2019 were $4,804 million (2018 $4,197
million) of government-issued nominal bonds and $19,462 million (2018 $17,491 million) of index-linked bonds.
the SEC.
The primary plan does not invest directly in either securities or property/real estate of the company or of any subsidiary.
The fair values of the various categories of assets held by the defined benefit plans at 31 December are presented in the table below, including
the effects of derivative financial instruments. Movements in the fair value of plan assets during the year are shown in detail in the table on
page 268.
$ million
2019 2018
Fair value of pension plan assets
Listed equities – developed markets 6,285 5,191
– emerging markets 1,096 950
Private equitya 2,675 2,792
Government issued nominal bondsb 4,884 4,263
Government issued index-linked bondsb 19,462 17,491
Corporate bondsb 6,132 4,606
Propertyc 2,507 2,311
Cash 426 376
Other 98 116
Debt (repurchase agreements) used to fund liability driven investments (7,436) (6,011)
36,129 32,085
a
Private equity is valued at fair value based on the most recent third-party net asset, revenue or earnings based valuations that generally result in the use of significant unobservable inputs.
b
Bonds held are denominated in sterling and valued using quoted prices in active markets.
c
Property held is all located in the United Kingdom and are valued based on an analysis of recent market transactions supported by market knowledge derived from third-party valuers.
$ million
2019 2018
Current service costa 227 295
Past service costb 2 15
Operating charge relating to defined benefit plans 229 310
Payments to defined contribution plan 42 38
Total operating charge 271 348
Interest income on plan assetsc (909) (868)
Interest on plan liabilities 756 773
Other finance (income) (153) (95)
Actual asset return less interest income on pension plan assets 2,945 (722)
Change in financial assumptions underlying the present value of the plan liabilities (2,292) 1,768
Change in demographic assumptions underlying the present value of plan liabilities 136 123
Experience gains and losses arising on the plan liabilities (57) 520
Remeasurements recognized in other comprehensive income 732 1,689
a
The costs of managing the fund’s investments are treated as being part of the investment return, the costs of administering our pensions plan benefits are included in current service cost.
b
Past service cost represents the increased liability arising as a result of early retirements occurring as part of restructuring programmes.
c
the SEC.
$ million
2019 2018
Benefit obligation at 1 January 26,796 31,474
Exchange adjustments 941 (1,587)
Operating charge relating to defined benefit plans 229 310
Interest cost 756 773
Contributions by plan participantsa 20 21
Benefit payments (funded plans)b (1,207) (1,780)
Benefit payments (unfunded plans)b (5) (4)
Remeasurements 2,213 (2,411)
Benefit obligation at 31 December 29,743 26,796
Fair value of plan assets at 1 January 32,085 35,091
Exchange adjustments 1,141 (1,883)
Interest income on plan assetsc 909 868
Contributions by plan participantsa 20 21
Contributions by employers (funded plans) 236 490
Benefit payments (funded plans)b (1,207) (1,780)
Remeasurementsc 2,945 (722)
Fair value of plan assets at 31 Decemberd e 36,129 32,085
Surplus at 31 December 6,386 5,289
Represented by
Asset recognized 6,588 5,473
Liability recognized (202) (184)
6,386 5,289
The surplus may be analysed between funded and unfunded plans as follows
Funded 6,588 5,473
Unfunded (202) (184)
6,386 5,289
The defined benefit obligation may be analysed between funded and unfunded plans as follows
Funded (29,541) (26,612)
Unfunded (202) (184)
(29,743) (26,796)
a
Most of the contributions made by plan participants were made under salary sacrifice.
b
The benefit payments amount shown above comprises $1,194 million benefits (2018 $1,764 million) plus $18 million (2018 $20 million) of plan expenses incurred in the administration of the
benefit.
c
d
Reflects $35,811 million of assets held in the BP Pension Fund (2018 $31,818 million) and $251 million held in the BP Global Pension Trust (2018 $203 million), as well as $53 million
representing the company’s share of Merchant Navy Officers Pension Fund (2018 $51 million) and $14 million of Merchant Navy Ratings Pension Fund (2018 $13 million).
e
Sensitivity analysis
The discount rate, inflation, salary growth and the mortality assumptions all have a significant effect on the amounts reported. A one-
percentage point change, in isolation, in certain assumptions as at 31 December 2019 for the company’s plans would have had the effects
shown in the table below. The effects shown for the expense in 2020 comprise the total of current service cost and net finance income or
expense.
$ million
One percentage point
Increase Decrease
Discount ratea
Effect on pension expense in 2020 (274) 227
Effect on pension obligation at 31 December 2019 (4,725) 6,359
Inflation rateb
Effect on pension expense in 2020 171 (134)
Effect on pension obligation at 31 December 2019 4,711 (3,890)
Salary growth
Effect on pension expense in 2020 42 (36)
Effect on pension obligation at 31 December 2019 604 (525)
a
The amounts presented reflect that the discount rate is used to determine the asset interest income as well as the interest cost on the obligation.
b
The amounts presented reflect the total impact of an inflation rate change on the assumptions for rate of increase in salaries, pensions in payment and deferred pensions.
One additional year of longevity in the mortality assumptions would increase the 2020 pension expense by $31 million and the pension
obligation at 31 December 2019 by $1,130 million.
the SEC.
Estimated future benefit payments and the weighted average duration of defined benefit obligations
The expected benefit payments, which reflect expected future service, as appropriate, but exclude plan expenses, up until 2028 and the
weighted average duration of the defined benefit obligations at 31 December 2019 are as follows:
$ million
Estimated future benefit payments
2020 1,063
2021 1,076
2022 1,096
2023 1,136
2024 1,150
2025-2029 5,886
Years
Weighted average duration 18.3
5. Payables
$ million
2019 2018
Amounts payable to subsidiaries 17,916 31,894 14,559 31,765
Accruals and deferred income 21 — 31 —
Other payables 70 33 75 35
18,007 31,927 14,665 31,800
Included in non-current amounts payable to subsidiaries is an interest-bearing payable of $4,236 million (2018 $4,236 million) with
BP International Limited, with interest being charged based on a 3-month USD LIBOR rate plus 55 basis points and a maturity date of
December 2021. Also included is an interest-bearing payable of $27,100 million (2018 $27,100 million) with BP International Limited, with
interest being charged based on a 3-month USD LIBOR rate plus 65 basis points and a maturity date of May 2023. Current amounts payable to
subsidiaries also includes an interest-bearing payable of $5,031 million (2018 $5,000 million) with BP Finance plc, with interest being charged
based on a 1-year USD LIBOR rate and a maturity date of April 2020, callable upon demand.
The maturity profile of the financial liabilities included in the balance sheet at 31 December is shown in the table below. These amounts are
included within payables.
$ million
2019 2018
Due within
1 to 2 years 48 40
2 to 5 years 31,499 31,520
More than 5 years 380 240
31,927 31,800
6. Taxation
$ million
Tax charge included in total comprehensive income 2019 2018
Deferred tax
Origination and reversal of temporary differences in the current year 389 570
This comprises:
Taxable temporary differences relating to pensions 389 570
Deferred tax
Deferred tax liability
Pensions 2,293 1,907
Net deferred tax liability 2,293 1,907
Analysis of movements during the year
At 1 January 1,907 1,337
Charge (credit) for the year in the income statement 55 59
Charge (credit) for the year in other comprehensive income 331 511
At 31 December 2,293 1,907
At 31 December 2019, deferred tax assets of $467 million on other temporary differences, $9 million relating to pensions, $67 million relating
to income losses and $391 million relating to other deductible temporary differences (2018 $258 million relating to other temporary differences,
$7 million relating to pensions, $67 million relating to income losses and $184 million relating to other deductible temporary differences) were
not recognized as it is not considered probable that suitable taxable profits will be available in the company from which the future reversal of
the underlying temporary differences can be deducted. There is no fixed expiry date for the unrecognized temporary differences.
the SEC.
7. Called-up share capital
The allotted, called-up and fully paid share capital at 31 December was as follows:
2019 2018
Shares Shares
Issued thousand $ million thousand $ million
8% cumulative first preference shares of £1 eacha 7,233 12 7,233 12

9% cumulative second preference shares of £1 eacha 5,473 9 5,473 9
21 21
Ordinary shares of 25 cents each
At 1 January 21,525,464 5,381 21,288,193 5,322
Issue of new shares for the scrip dividend programme 208,927 52 195,305 49
Issue of new shares for employee share-based payment plans 37,400 9 92,168 23
Repurchase of ordinary share capital (235,951) (59) (50,202) (13)
At 31 December 21,535,840 5,383 21,525,464 5,381
5,404 5,402
a
The nominal amount of 8% cumulative first preference shares and 9% cumulative second preference shares that can be in issue at any time shall not exceed £10,000,000 for each class of
preference shares.
Voting on substantive resolutions tabled at a general meeting is on a poll. On a poll, shareholders present in person or by proxy have two votes
for every £5 in nominal amount of the first and second preference shares held and one vote for every ordinary share held. On a show-of-hands
vote on other resolutions (procedural matters) at a general meeting, shareholders present in person or by proxy have one vote each.
In the event of the winding-up of the company, preference shareholders would be entitled to a sum equal to the capital paid up on the
preference shares, plus an amount in respect of accrued and unpaid dividends and a premium equal to the higher of (i) 10% of the capital paid
up on the preference shares and (ii) the excess of the average market price of such shares on the London Stock Exchange during the previous
six months over par value.
During 2019 the company repurchased 236 million ordinary shares at a cost of $1,511 million, including transaction costs of $8 million, as part
of the share repurchase programme announced on 31 October 2017. All shares purchased were for cancellation. The repurchased shares
represented 1.1% of ordinary share capital.
Treasury sharesa
2019 2018
Shares Nominal value Shares Nominal value
thousand $ million thousand $ million
At 1 January 1,426,265 356 1,482,072 370
Purchases for settlement of employee share plans 1,118 — 757 —
Issue of new shares for employee share-based payment plans 37,400 9 92,168 23
Shares re-issued for employee share-based payment plans (167,927) (42) (148,732) (37)
At 31 December 1,296,856 323 1,426,265 356
Of which - shares held in treasury by BP 1,163,077 290 1,264,732 316
- shares held in ESOP trusts 133,707 33 161,518 40
- shares held by BP’s US plan administratorb 72 — 15 —
a
See Note 8 for definition of treasury shares.
b
Held by the company in the form of ADSs to meet the requirements of employee share-based payment plans in the US.
For each year presented, the balance at 1 January represents the maximum number of shares held in treasury by BP during the year,
representing 5.9% (2018 6.9%) of the called-up ordinary share capital of the company.
During 2019, the movement in shares held in treasury by BP represented less than 0.5% (2018 less than 1.0%) of the ordinary share capital of
the company.
8. Capital and reserves

See statement of changes in equity for details of all reserves balances.
Share capital
The balance on the share capital account represents the aggregate nominal value of all ordinary and preference shares in issue, including
treasury shares.
Share premium account
The balance on the share premium account represents the amounts received in excess of the nominal value of the ordinary and preference
shares.
Capital redemption reserve
The balance on the capital redemption reserve represents the aggregate nominal value of all the ordinary shares repurchased and cancelled.
Merger reserve
The balance on the merger reserve represents the fair value of the consideration given in excess of the nominal value of the ordinary shares
issued in an acquisition made by the issue of shares.
the SEC.
Treasury shares
Treasury shares represent BP shares repurchased and available for specific and limited purposes. For accounting purposes, shares held in
Employee Share Ownership Plans (ESOPs) and by BP’s US share plan administrator to meet the future requirements of the employee share-
based payment plans are treated in the same manner as treasury shares and are, therefore, included in the financial statements as treasury
shares. The ESOPs are funded by the company and have waived their rights to dividends in respect of such shares held for future awards. Until
such time as the shares held by the ESOPs vest unconditionally to employees, the amount paid for those shares is shown as a reduction in
shareholders’ equity. Assets and liabilities of the ESOPs are recognized as assets and liabilities of the company.
Foreign currency translation reserve
The foreign currency translation reserve records exchange differences arising from the translation of the financial information of the foreign
currency branch. Upon disposal of foreign operations, the related accumulated exchange differences are recycled to the income statement.
The balance held on this reserve is the accumulated retained profits of the company.
The profit and loss account reserve includes $24,107 million (2018 $24,107 million), the distribution of which is limited by statutory or other
restrictions.
The financial statements for the year ended 31 December 2019 do not reflect the dividend announced on 4 February 2020 and paid in March
2020; this will be treated as an appropriation of profit in the year ended 31 December 2020.
9. Financial guarantees
The company has issued guarantees under which the maximum aggregate liabilities at 31 December 2019 were $78,586 million (2018 $77,965
million), the majority of which relate to finance debt of subsidiaries. Also included are guarantees of subsidiaries' liabilities under the Consent
Decree between the United States, the Gulf states and BP and under the settlement agreement with the Gulf states in relation to the Gulf of
Mexico oil spill. The company has also issued uncapped indemnities and guarantees, including a guarantee of subsidiaries’ liabilities under the
Plaintiffs' Steering Committee agreement relating to the Gulf of Mexico oil spill. Uncapped indemnities and guarantees are also issued in
relation to potential losses arising from environmental incidents involving ships leased and operated by a subsidiary.
10. Share-based payments

Effect of share-based payment transactions on the company’s result and financial position
$ million
2019 2018
Total expense recognized for equity-settled share-based payment transactions 433 429
Total (credit) expense recognized for cash-settled share-based payment transactions (1) (9)
Total expense recognized for share-based payment transactions 432 420
Closing balance of liability for cash-settled share-based payment transactions 17 27
Total intrinsic value for vested cash-settled share-based payments 16 23
Additional information on the company’s share-based payment plans is provided in Note 11 to the consolidated financial statements.
11. Auditor’s remuneration

Note 36 to the consolidated financial statements provides details of the remuneration of the company’s auditor on a group basis.
12. Directors’ remuneration

$ million
Remuneration of directors 2019 2018
Total for all directors
Emoluments 9 8
Amounts awarded under incentive schemesa 20 16
Total 29 24
a
Excludes amounts relating to past directors.
Emoluments
These amounts comprise fees paid to the non-executive chairman and the non-executive directors and, for executive directors, salary and
benefits earned during the relevant financial year, plus cash bonuses awarded for the year. Further information is provided in the Directors’
remuneration report on page 100.
the SEC.
13. Employee costs and numbers
$ million
Employee costs 2019 2018
Wages and salaries 468 491
Social security costs 84 74
Pension costs 63 80
615 645
Average number of employees 2019 2018

Upstream 279 269
Downstream 1,142 1,151
Other businesses and corporate 2,300 2,344
3,721 3,764
the SEC.
14. Related undertakings of the group
In accordance with Section 409 of the Companies Act 2006, a full list of related undertakings, the registered office address and the percentage
of equity owned as at 31 December 2019 is disclosed below.
Unless otherwise stated, the share capital disclosed comprises ordinary shares or common stock (or local equivalent thereof) which are
indirectly held by BP p.l.c.
All subsidiary undertakings are controlled by the group and their results are fully consolidated in the group’s financial statements.
The percentage of equity owned by the group is 100% unless otherwise noted below.
The stated ownership percentages represent the effective equity owned by the group.
Subsidiaries
200 PS Overseas Holdings Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
563916 Alberta Ltd. (99.90%)a 240 - 4th Avenue SW, Calgary AB T2P 4H4, Canada
ACP (Malaysia), Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Actomat B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
Advance Petroleum Holdings Pty Ltd Level 17, 717 Bourke Street, Docklands VIC, Australia
Advance Petroleum Pty Ltd Level 17, 717 Bourke Street, Docklands VIC, Australia
AE Cedar Creek Holdings LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
AE Goshen II Holdings LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
AE Goshen II Wind Farm LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
AE Power Services LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
AE Wind PartsCo LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Air BP Albania SHA Air BP Albania Sh.A., Aeroporti Nderkombetar i Tiranes, “Nene Tereza”, Post Box 2933 in Tirana, Albania
Air BP Brasil Ltda. Avenida Rouxinol, 55 , Offices 501-514 , Moema Office Tower, São Paulo, 04516 - 000, Brazil
Air BP Canada LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Air BP Croatia d.o.o. Savska cesta 32, Zagreb, Croatia
Air BP Finland Oy Öljytie 4, 01530 Vantaa, Finland
Air BP Iceland Armula 24, 108, Reykjavik, Iceland
Air BP Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Air BP Norway AS Drammensveien 167, Oslo, 0277, Norway
Air BP Sales Romania S.R.L. 59 Aurel Vlaicu Street, Otopeni, Ilfov County, Romania
Air BP Sweden AB Box 8107, 10420, Stockholm, Sweden
Air Refuel Pty Ltdc 17 Level, 717 Bourke Street, Docklands, Melbourne VIC 3008, Australia
Allgreen Pty Ltd Level 17, 717 Bourke Street, Docklands VIC, Australia
AM/PM International Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
American Oil Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco (Fiddich) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Amoco (U.K.) Exploration Company, LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco Bolivia Petroleum Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco Bolivia Services Company Inc. Craigmuir Chambers, P.O. Box 71, Road Town, Tortola, British Virgin Islands
Amoco Canada International Holdings B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
Amoco Capline Pipeline Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco Chemical (Europe) S.A. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco Chemicals (FSC) B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
Amoco Cypress Pipeline Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco Destin Pipeline Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco Environmental Services Companyd Bank of America Center, 16th Floor, 1111 East Main Street, Richmond VA 23219, United States
Amoco Exploration Holdings B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
Amoco Guatemala Petroleum Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco International Finance Corporation Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco International Petroleum Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco Leasing Corporation 2711 Centerville Road, Suite 400, Wilmington DE 19808, United States
Amoco Louisiana Fractionator Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco Main Pass Gathering Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco Marketing Environmental Services Company 400 East Court Avenue, Des Moines ID 50309, United States
Amoco MB Fractionation Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco MBF Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco Netherlands Petroleum Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco Nigeria Exploration Company Limitede 188, Awolowo Road, S. W. Ikoyi, Lagos, Nigeria
Amoco Nigeria Oil Company Limitede 188, Awolowo Road, S. W. Ikoyi, Lagos, Nigeria
Amoco Nigeria Petroleum Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco Nigeria Petroleum Company Limited 188, Awolowo Road, S. W. Ikoyi, Lagos, Nigeria
Amoco Norway Oil Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco Oil Holding Company 2711 Centerville Road, Suite 400, Wilmington DE 19808, United States
Amoco Olefins Corporation Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco Overseas Exploration Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco Pipeline Asset Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
the SEC.
14. Related undertakings of the group – continued
Amoco Pipeline Holding Company 2711 Centerville Road, Suite 400, Wilmington DE 19808, United States
Amoco Properties Incorporated Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco Remediation Management Services Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Corporation
Amoco Research Operating Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco Rio Grande Pipeline Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco Somalia Petroleum Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco Sulfur Recovery Company 2711 Centerville Road, Suite 400, Wilmington DE 19808, United States
Amoco Trinidad Gas B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
Amoco Tri-States NGL Pipeline Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Amoco U.K. Petroleum Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
AmProp Finance Company 251 East Ohio Street, Suite 500, Indianapolis IN 46204, United States
Amprop Illinois I Limited Partnershipf 801 Adlai Stevenson Drive, Springfield, IL, 62703, United States
Amprop, Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Anaconda Arizona, Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Arabian Production And Marketing Lubricants Riyadh Airport Road, Business Gate, Building C2, 2nd Floor. , Saudi Arabia
Company (50.00%)
Aral Aktiengesellschaft Wittener Straße 45, 44789 Bochum, Germany
Aral Luxembourg S.A. Bâtiment B, 36route de Longwy, L-8080 Bertrange, Luxembourg
Aral Services Luxembourg Sarl Autoroute A3/E25, L-3325 Berchem Ouest, Luxembourg
Aral Tankstellen Services Sarl Bâtiment B, 36route de Longwy, L-8080 Bertrange, Luxembourg
ARCO British International, Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
ARCO British Limited, LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
ARCO Coal Australia Inc. Level 17, 717 Bourke Street, Docklands VIC, Australia
ARCO El-Djazair Holdings Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
ARCO Environmental Remediation, L.L.C.b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
ARCO Exploration, Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
ARCO Gaviota Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
ARCO International Investments Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
ARCO International Services Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Arco Mediterraneo Inversiones, S.L Federico García Lorca, 43, entreplanta, 04004, Almería, Spain
ARCO Midcon LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
ARCO Oil Company Nigeria Unlimitedb 8/10, Broad Street, Lagos, Nigeria
ARCO Oman Inc. Trident Corporate Services (Bahamas) Limited, Providence House, East Hill Street, P.O.Box N-3944,
Nassau, Bahamas, Bahamas
ARCO Resources Limited Level 17, 717 Bourke Street, Docklands VIC, Australia
ARCO Trinidad Exploration and Production Company 2 Bayside Executive Park, West Bay, Nassau, Bahamas
Limited
ARCO Unimar Holdings LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Areas Noriega S.L. Ronda de Poniente 3, 1ªPlanta, 28760 Tres Cantos, Madrid, Spain
Areas Singulares Reyes S.L. Cl Velázquez 18 4ªPlanta 28001 , Madrid, Spain
Aspac Lubricants (Malaysia) Sdn. Bhd. (63.03%) Level 9, Tower 5, Avenue 7, The Horizon Bangsar South City, No. 8, Jalan Kerinchi, 59200 Kuala Lumpur,
Malaysia
Atlantic 2/3 UK Holdings Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Atlantic Richfield Companyd Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Autino Holdings Limited (88.85%)g Abbey Gardens, 7th Floor, 4 Abbey Street, Reading, RG1 3BA, United Kingdom
Autino Limited (88.85%) Abbey Gardens, 7th Floor, 4 Abbey Street, Reading, RG1 3BA, United Kingdom
Auwahi Wind Energy Holdings LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
B2Mobility GmbH Wittener Straße 45, 44789 Bochum, Germany
Bahia de Bizkaia Electridad, S.L. (75.00%) Atraque Punta Lucero, Explanada Punta Ceballos s/n, Ziérbena (Vizcaya), Spain
Baltimore Ennis Land Company, Inc. 4400 Easton Commons Way , Suite 125, Columbus OH 43219, United States
BASS Management Pty Ltd (51.00%) Level 17, 717 Bourke Street, Docklands VIC, Australia
Black Lake Pipe Line Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP - Castrol (Thailand) Limited (57.59%)h 23rd Fl. Rajanakarn Bldg, 3 South Sathon Road, Yannawa South Sathon, Bangkok 10120, Thailand
BP (Abu Dhabi) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP (Barbados) Holding SRL Erin Court, Bishop's Court Hill, St. Michael , Barbados
BP (Barbican) Limitedi Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP (China) Holdings Limitedb Room 2101, 21F Youyou International Plaza, 76 Pujian Road, Pudong, Shanghai Pilot Free Trade Zone,
PRC
BP (China) Industrial Lubricants Limitedb No.9 Bin Jiang South Road, Petrochemical Industrial Park, Taicang Gangkou Development Zone, Jiangsu
Province, China
BP (Gibraltar) Limitedj Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP (GTA Mauritania) Finance Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP (GTA Senegal) Finance Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP (Guangzhou) Advanced Mobility Limitedb Room 1218, Building 3, No. 6 Hanxing San jie, Zhongcun Street, Panyu District, Guangzhou, Guangdong
Province , China
BP (Hunan) Petroleum Company Limitedb Room 1001, 10th Floor, Building A2, Xiangjiang Times Business Square, No.179 Xiandao Road, Yuelu
District, Changsha, Hunan, China
BP (Indian Agencies) Limitedi Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
the SEC.
Room 1-2201, Sijian Meilin Mansion, No. 48-15 Wuyingshan Middle Road, Tianqiao District, Ji'nan,
BP (Shandong) Petroleum Co., Ltdb Shandong, China
BP (Shanghai) Trading Limitedb Room 2105, No. 28 Maji Road, Donghua Financial Building, China (Shanghai) Pilot Free Trade, Shanghai,
200131, China
BP Absheron Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Advanced Mobility Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Africa Limitedi Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Africa Oil Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Akaryakit Ortakligi (70.00%)f Degirmen yolu cad. No:28 , Asia OfisPark K:3 İcerenkoy-Atasehir, Istanbul, 34752, Turkey
BP Alaska LNG LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Alternative Energy Holdings Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Alternative Energy Investments Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Alternative Energy North America Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Alternative Energy Trinidad and Tobago Limited 5-5A Queen's Park West, Port-of-Spain, Trinidad and Tobago
BP America Chembel Holding LLC Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP America Chemicals Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP America Foreign Investments Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP America Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP America Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP America Production Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP AMI Leasing, Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Amoco Chemical Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Amoco Chemical Holding Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Amoco Chemical Indonesia Limited 2711 Centerville Road, Suite 400, Wilmington DE 19808, United States
BP Amoco Chemical Malaysia Holding Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Amoco Exploration (Faroes) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Amoco Exploration (In Amenas) Limited 1 Wellheads Avenue, Dyce, Aberdeen, AB21 7PB, United Kingdom
BP Andaman II Ltd Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Angola (Block 18) B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
BP Argentina Exploration Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Argentina Holdings LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Aromatics Holdings Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Aromatics Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Asia Limited Unit 807, Tower B, Manulife Financial Centre, 223 Wai Yip Street, Kwun Tong, Hong Kong
BP Asia Pacific (Malaysia) Sdn. Bhd. Level 9, Tower 5, Avenue 7, The Horizon Bangsar South City, No. 8, Jalan Kerinchi, 59200 Kuala Lumpur,
Malaysia
BP Asia Pacific Holdings Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Asia Pacific Pte Ltdi 7 Straits View #26-01, Marina One East Tower, Singapore, 018936, Singapore
BP Australia Capital Markets Limited Level 17, 717 Bourke Street, Docklands VIC, Australia
BP Australia Employee Share Plan Proprietary Limited Level 17, 717 Bourke Street, Docklands VIC, Australia
BP Australia Group Pty Ltde Level 17, 717 Bourke Street, Docklands VIC, Australia
BP Australia Investments Pty Ltd Level 17, 717 Bourke Street, Docklands VIC, Australia
BP Australia Nominees Proprietary Limited Level 17, 717 Bourke Street, Docklands VIC, Australia
BP Australia Pty Ltd Level 17, 717 Bourke Street, Docklands VIC, Australia
BP Australia Shipping Pty Ltdk Level 17, 717 Bourke Street, Docklands VIC, Australia
BP Australia Swaps Management Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Aviation A/S c/o Danish Refuelling Services, I/SKøbenhavns Lufthavn 1, 2770 Kastrup, Denmark
BP Benevolent Fund Trustees Limitedi Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Berau Ltd. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Biocombustíveis S.A. (96.53%) Avenida das Nações Unidas, 12399, 4fl, Sao Paulo, Brazil
BP Bioenergia Campina Verde Ltda. (96.53%) Rua Principal, Fazenda Recanto, Zona Rural, Caixa Postal 01, Ituiutaba, Minas Gerais, 38.300-898, Brazil
BP Bioenergia Ituiutaba Ltda. (96.53%) Fazenda Recanto, Zona Rural, CEP 38.300-898, Ituiutaba, Minas Gerais, Brazil
BP Bioenergia Itumbiara S.A. (96.53%) Estrada Municipal Itumbiara / Chacoeira Dourada, Fazenda Jandaia, Gleba B, Itumbiara, Goiás,
75516-126, Brazil
BP Bioenergia Tropical S.A. (97.46%) Rodovia GO 410, km 51 à esquerda, Fazenda Canadá, s/n, Zona Rural, Edéia, Goiás, 75940-000, Brazil
BP Biofuels Advanced Technology Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Biofuels Brazil Investments Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Biofuels Louisiana LLCb 5615 Corporate Blvd., Suite 400B, Baton Rouge LA 70808, United States
BP Biofuels North America LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Biofuels Trading Comércio, Importação e Avenida das Nações Unidas, 12399, 4fl, Sao Paulo, Brazil
Exportação Ltda. (96.53%)
BP Bomberai Ltd. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Brasil Ltda. Avenida das Américas, no. 3434, Salas 301 a 308, Barra da Tijuca, Rio de Janeiro, RJ, 22640-102, Brazil
BP Brazil Tracking L.L.C.b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Bulwer Island Pty Ltdl Level 17, 717 Bourke Street, Docklands VIC, Australia
BP Business Service Centre Asia Sdn Bhd Level 9, Tower 5, Avenue 7, The Horizon Bangsar South City, No. 8, Jalan Kerinchi, 59200 Kuala Lumpur,
Malaysia
the SEC.
BP Business Service Centre KFTb BP Business Service Centre KFT, 32-34 Soroksári út, H-1095 Budapest, Hungary
BP Canada Energy Development Company Stewart McKelvey, Attention: Lawrence J. Stordy, 900, 1959 Upper Water Street, Halifax NS B3J 3N2,
Canada
BP Canada Energy Group ULC Stewart McKelvey, Attention: Lawrence J. Stordy, 900, 1959 Upper Water Street, Halifax NS B3J 3N2,
Canada
BP Canada Energy Marketing Corp. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Canada International Holdings B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
BP Canada Investments Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Capellen Sarl Aire de Capellen, L-8309 Capellen, Luxembourg
BP Capital Markets America Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Capital Markets p.l.c. Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Car Fleet Limitedi Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Caribbean Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Castrol KK (64.84%) East Tower 20F, Gate City Ohsaki, 1-11-2 Osaki, Shinagawa-ku, Tokyo, Japan
BP Castrol Lubricants (Malaysia) Sdn. Bhd. (63.03%) Level 9, Tower 5, Avenue 7, The Horizon Bangsar South City, No. 8, Jalan Kerinchi, 59200 Kuala Lumpur,
Malaysia
BP Central Pipelines LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Chembel Amocolaan 2 2440 Geel , Belgium
BP Chemicals (Korea) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Chemicals East China Investments Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Chemicals Investments Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Chemicals Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP China Exploration and Production Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP CIV Pty Ltd Level 17, 717 Bourke Street, Docklands VIC, Australia
BP Comercializadora de Energia Ltda. Avenida das Nações Unidas, 12399, rooms 62,63 and 64 size B, 6th floor, Landmark Building, São Paulo,
04578-000, Brazil
BP Commodities Trading Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Commodity Supply B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
BP Company North America Inc.m 2711 Centerville Road, Suite 400, Wilmington DE 19808, United States
BP Containment Response Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Containment Response System Holdings LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Continental Holdings Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Corporate Holdings Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Corporation North America Inc. 150 West Market Street, Suite 800, Indianapolis IN 46204, United States
BP D230 Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Danmark A/S Arne Jacobsens Allé 7, 5th Floor, 2300, Copenhagen, Denmark
BP D-B Pipeline Company LLC (54.37%)f Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Developments Australia Pty. Ltd. Level 15, 240 St Georges Terrace, Perth WA 6000, Australia
BP Dogal Gaz Ticaret Anonim Sirketi Degirmen yolu cad. No:28 , Asia OfisPark K:3 İcerenkoy-Atasehir, Istanbul, 34752, Turkey
BP East Kalimantan CBM Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Eastern Mediterranean Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Egypt Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Egypt East Delta Marine Corporation Craigmuir Chambers, P.O. Box 71, Road Town, Tortola, British Virgin Islands
BP Egypt East Tanka B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
BP Egypt Production B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
BP Egypt Ras El Barr B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
BP Egypt West Mediterranean (Block B) B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
BP Energía México, S. de R.L. de C.V. Avenida Santa Fe 505, Col. Cruz Manca Santa Fe, Delegacion Cuajimalpa, Mexico
BP Energy Asia Pte. Limited 7 Straits View #26-01, Marina One East Tower, Singapore, 018936, Singapore
BP Energy Colombia Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Energy Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Energy do Brasil Ltda. Avenida das Américas, no. 3434, Salas 301 a 308, Barra da Tijuca, Rio de Janeiro, RJ, 22640-102, Brazil
BP Energy Europe Limited 1 Wellheads Avenue, Dyce, Aberdeen, AB21 7PB, United Kingdom
BP Energy Solutions B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
BP Espana, S.A. Unipersonaln Avenida de Barajas 30, Madrid, Madrid, Spain
BP Estaciones y Servicios Energéticos, Sociedad Avenida Santa Fe 505, Piso 10, Distrito Federal , MEXICO C.P. 0534, Mexico
Anónima de Capital Variablec
BP Europa SEo Überseeallee 1, 20457, Hamburg, Hamburg, Germany
BP Exploracion de Venezuela S.A. Av. Francisco de Miranda, con primera avenida de Los Palos , Grandes, Edif Cavendes, piso 9, ofi 903,
Los Palos Grandes, Chacao / Caracas, Caracas / Miranda, 1060, Venezuela, Bolivarian Republic of
BP Exploration & Production Inc.d Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Exploration (Absheron) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration (Alaska) Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Exploration (Algeria) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration (Alpha) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration (Angola) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration (Azerbaijan) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration (Canada) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
the SEC.
BP Exploration (Caspian Sea) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration (D230) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration (Delta) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration (El Djazair) Limited PricewaterhouseCoopers (Bahamas) Limited, Providence House, East Hill Street, P.O. Box N-3910,
Nassau, Bahamas
BP Exploration (Epsilon) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration (Gambia) Limited 3 Kairaba Avenue, 3rd Floor Centenary, Serekunda West, Kanifing Municipality, Gambia
BP Exploration (Greenland) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration (Madagascar) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration (Morocco) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration (Namibia) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration (Nigeria Finance) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration (Nigeria) Limited 1, Oyinka Abayomi Drive, Ikoyi, Lagos, Nigeria
BP Exploration (Psi) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration (Shafag-Asiman) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration (Shah Deniz) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration (South Atlantic) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration (STP) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration (Xazar) Pte. Ltd. 7 Straits View #26-01, Marina One East Tower, Singapore, 018936, Singapore
BP Exploration Angola (Kwanza Benguela) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration Argentina Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration Australia Pty Ltd Level 15, 240 St Georges Terrace, Perth WA 6000, Australia
BP Exploration Beta Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration China Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration Company (Middle East) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration Company Limited 1 Wellheads Avenue, Dyce, Aberdeen, AB21 7PB, United Kingdom
BP Exploration Indonesia Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration Libya Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration Mexico Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration Mexico, S.A. De C.V.c Av. Santa Fe No. 505 Piso 10, Col. Cruz Manca Santa Fe, Deleg. CuajimalpaC.P., 05349 México D.F.,
Mexico
BP Exploration North Africa Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration Operating Company Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration Orinoco Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration Personnel Company Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Exploration Peru Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Express Shopping Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Finance Australia Pty Ltd Level 17, 717 Bourke Street, Docklands VIC, Australia
BP Finance p.l.c. Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Foundation Incorporatedb 251 East Ohio Street, Suite 500, Indianapolis IN 46204, United States
BP France Campus Saint Christophe, Bâtiment Galilée 3, 10 Avenue de l'Entreprise, 95863, Cergy Saint Christophe,
Cergy Pontoise, France
BP Fuels & Lubricants AS Drammensveien 167, Oslo, 0277, Norway
BP Fuels Deutschland GmbH Wittener Straße 45, 44789 Bochum, Germany
BP Gas & Power Investments Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Gas Europe, S.A.U. Avenida de la Transición Española 30, Parque Empresarial Omega, Edificio D. 28108 Alcobendas, Madrid,
Spain
BP Gas Marketing Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Gas Supply (Angola) LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Ghana Limited Number 12, Aviation Road, Una Home 3rd Floor, Airport City , Accra, Greater Accra, PMB CT 42, Ghana
BP Global Investments Limitedi Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Global Investments Salalah & Co LLC PO Box 2309, Salalah, 211, Oman
BP Global West Africa Limited Heritage Place, 7th Floor, Left Wing, 21 Lugard Avenue, Ikoyi, Lagos, Nigeria
BP GOM Logistics LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Greece Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Guangdong Limited (90.00%)b Rm 2710Guangfa Bank Plaza, No. 83 Nonglin Xia Road, Yuexiu District, Guangzhou, China
BP High Density Polyethylene - France Campus Saint Christophe, Bâtiment Galilée 3, 10 Avenue de l'Entreprise, 95863, Cergy Saint Christophe,
BP Holdings (Thailand) Limited (81.18%)p 39/77-78 Moo 2 Rama II Road, Tambon Bangkrachao, Amphur Muang, Samutsakorn 74000, Thailand
BP Holdings B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
BP Holdings Canada Limitedi Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Holdings International B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
BP Holdings North America Limitedi Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Hong Kong Limited Unit 807, Tower B, Manulife Financial Centre, 223 Wai Yip Street, Kwun Tong, Hong Kong
BP India Private Limited (88.65%) Technopolis Knowledge Park, Mahakali Caves Road, Andheri (East), Mumbai 400093, India
BP Indonesia Investment Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP International Limitedi Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP International Services Company 2711 Centerville Road, Suite 400, Wilmington DE 19808, United States
the SEC.
BP Investment Management Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Investments Asia Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Iran Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Iraq N.V. Amocolaan 2 2440 Geel , Belgium
BP Italia SpA Via Verona 12, Cornaredo, 20010, Milan, Italy
BP Japan K.K. 15th Fl. Roppongi Hills Mori Tower, 10-1 Roppongi 6-chome, Minato-ku, Tokyo106-6115, Japan
BP Korea Limited 2nd Floor, 306, Banpo-daero, Seocho-gu, Seoul 06509, Republic of Korea
BP Kuwait Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Latin America LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Latin America Upstream Services Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP LNG Shipping Limited Washington House, 4th Floor, 16 Church Street, Hamilton HM 11 , Bermuda
BP Lubricants KK (64.84%) East Tower 20F, Gate City Ohsaki, 1-11-2 Osaki, Shinagawa-ku, Tokyo, Japan
BP Lubricants USA Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Luxembourg S.A. Aire de Capellen, L-8309 Capellen, Luxembourg
BP Malaysia Holdings Sdn. Bhd. (70.00%) Level 9, Tower 5, Avenue 7, The Horizon Bangsar South City, No. 8, Jalan Kerinchi, 59200 Kuala Lumpur,
Malaysia
BP Management International B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
BP Management Netherlands B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
BP Marine Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Mariner Holding Company LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Maritime Services (Singapore) Pte. Limited 7 Straits View #26-01, Marina One East Tower, Singapore, 018936, Singapore
BP Marketing Egypt LLC Plot 28 , North 90 Road , Housing & Construction Bank Building, New Cairo, Cairo, 11835, Egypt
BP Mauritania Investments Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Mauritius Limited (in liquidation) 5th Floor, Ebene Esplanade, 24 Cybercity, Ebene, Mauritius
BP Middle East Enterprises Corporation Craigmuir Chambers, P.O. Box 71, Road Town, Tortola, British Virgin Islands
BP Middle East Limitedi Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Middle East LLC P.O.Box 1699, Dubai, 1699, United Arab Emirates
BP Midstream Partners GP LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Midstream Partners Holdings LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Midstream Partners LP (54.37%)q Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Midwest Product Pipelines Holdings LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Mocambique Limitada Society and Geography Avenue, Plot No. 269 , Third floor, Maputo, Mozambique
BP Mocambique Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Muturi Holdings B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
BP Nederland Holdings BV d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
BP Netherlands Upstream B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
BP New Ventures Middle East Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP New Zealand Holdings Limited Watercare House, 73 Remuera Road, Newmarket, Auckland, 1050, New Zealand
BP New Zealand Share Scheme Limited Watercare House, 73 Remuera Road, Newmarket, Auckland, 1050, New Zealand
BP Nutrition Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Offshore Gathering Systems Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Offshore Pipelines Company LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Offshore Response Company LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Oil (Thailand) Limited (90.40%)r 39/77-78 Moo 2 Rama II Road, Tambon Bangkrachao, Amphur Muang, Samutsakorn 74000, Thailand
BP Oil Australia Pty Ltd Level 17, 717 Bourke Street, Docklands VIC, Australia
BP Oil Espana, S.A. Unipersonal Polígono Industrial "El Serrallo", s/n 12100 Grao de Castellón, Castellón de la Plana, Spain
BP Oil Hellenic S.A. 26A Apostolopoulou, Halandri, Athens, Attica, 152 31, Greece
BP Oil International Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Oil Kent Refinery Limited (in liquidation) Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Oil Llandarcy Refinery Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Oil Logistics UK Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Oil New Zealand Limited Watercare House, 73 Remuera Road, Newmarket, Auckland, 1050, New Zealand
BP Oil Pipeline Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Oil Senegal S.A. Route de Ouakam x Corniche Ouest, Immeuble Alphadio Barry, Dakar, Senegal
BP Oil Shipping Company, USA Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Oil UK Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Oil Venezuela Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Oil Vietnam Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Oil Yemen Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Olex Fanal Mineralol GmbH Überseeallee 1, 20457, Hamburg, Hamburg, Germany
BP One Pipeline Company LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Pacific Investments Ltd Watercare House, 73 Remuera Road, Newmarket, Auckland, 1050, New Zealand
BP Pakistan (Badin) Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Pakistan Exploration and Production, Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Pension Escrow Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Pension Trustees Limitedi Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Pensions (Overseas) Limitedj Albert House, South Esplanade, St. Peter Port, GY1 1AW, Guernsey
BP Pensions Limitedi Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
the SEC.
BP Petrochemicals India Investments Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Petroleo y Gas, S.A. Av. Francisco de Miranda, con primera avenida de Los Palos , Grandes, Edif Cavendes, piso 9, ofi 903,
Los Palos Grandes, Chacao / Caracas, Caracas / Miranda, 1060, Venezuela, Bolivarian Republic of
BP Petrolleri Anonim Sirketi Degirmen yolu cad. No:28 , Asia OfisPark K:3 İcerenkoy-Atasehir, Istanbul, 34752, Turkey
BP Pipelines (Alaska) Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Pipelines (BTC) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Pipelines (North America) Inc. 45 Memorial Circle, Augusta ME 04330, United States
BP Pipelines (SCP) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Pipelines (TANAP) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Pipelines TAP Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Polska Services Sp. z o.o. Ul. Jasnogórska 1, 31-358 Kraków, Malopolskie, Poland
BP Portugal -Comercio de Combustiveis e Lubrificantes Lagoas Park, Edificio 3, Porto Salvo, Oeiras, Portugal
SA
BP Poseidon Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Products North America Inc. The Corporation Trust Incorporated, 351 West Camden Street, Baltimore MD 21201, United States
BP Properties Limitedi Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Raffinaderij Rotterdam B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
BP Refinery (Kwinana) Proprietary Limited Level 17, 717 Bourke Street, Docklands VIC, Australia
BP Regional Australasia Holdings Pty Ltd Level 17, 717 Bourke Street, Docklands VIC, Australia
BP River Rouge Pipeline Company LLC (54.37%)f Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Russian Investments Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Russian Ventures Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP SC Holdings LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Scale Up Factory Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Senegal Investments Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Services International Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Servicios de Combustibles S.A. de C.V. Avenida Santa Fe 505, Col. Cruz Manca Santa Fe, Delegacion Cuajimalpa, Mexico
BP Servicios territoriales, S.A. de C.V. Avenida Santa Fe 505, Col. Cruz Manca Santa Fe, Delegacion Cuajimalpa, Mexico
BP Shafag-Asiman Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Shipping Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Singapore Pte. Limited 7 Straits View #26-01, Marina One East Tower, Singapore, 018936, Singapore
BP Solar Energy North America LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Solar Espana, S.A. Unipersonalc Avenida de la Transición Española 30, Parque Empresarial Omega, Edificio D. 28108 Alcobendas, Madrid,
Spain
BP Solar International Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Solar Pty Ltd Level 17, 717 Bourke Street, Docklands VIC, Australia
BP South America Holdings Ltd Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Southern Africa Proprietary Limited (75.00%) 199 Oxford Road, Oxford Parks, Dunkeld, Johannesburg, Gauteng, 2196, South Africa
BP Southern Cone Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Subsea Well Response (Brazil) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Subsea Well Response Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Taiwan Marketing Limited 7FNo. 71Sec. 3Min Sheng East Road, Taipei, Taiwan
BP Technology Ventures Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Technology Ventures Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Train 2/3 Holding SRL Erin Court, Bishop's Court Hill, St. Michael , Barbados
BP Transportation (Alaska) Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Trinidad and Tobago LLC (70.00%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Trinidad Processing Limited 5-5A Queen's Park West, Port-of-Spain, Trinidad and Tobago
BP Turkey Refining Limitedi Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Two Pipeline Company LLC (54.37%)f Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP UK Retained Holdings Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Venezuela Investments B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
BP West Aru I Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP West Aru II Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP West Papua I Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP West Papua III Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Wind Energy North America Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP Wiriagar Ltd. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP World-Wide Technical Services Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BP Zhuhai Chemical Company Limited (91.90%)b Da Ping Harbour, Lin Gang Industrial Zone, Zhuhai City, Guangdong Province, China
BP+Amoco International Limitedi Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
BPA Investment Holding Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP-AIOC Exploration (TISA) LLC (65.88%)b 153 Neftchilar Avenue, Baku, AZ1010, Azerbaijan
BPNE International B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
BPRY Caribbean Ventures LLC (70.00%)b RL&F Service Corp, 920 North King Street, 2nd Floor, Wilmington DE 19801, United States
BPX (Eagle Ford) Gathering LLC (75.00%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BPX (Karnes) Gathering LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BPX (KCS Resources) LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
the SEC.
BPX (Permian) Gathering LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BPX (WSF Operating) Inc. 5615 Corporate Blvd., Suite 400B, Baton Rouge LA 70808, United States
BPX Energy Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BPX Midstream LLCb The Corporation Company, 1833 South Morgan Road, Oklahoma City OK 73128, United States
BPX Operating Company 350 North St. Paul Street, Suite 2900, Dallas, Texas 75201, United States
BPX Production Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BPX Properties (GP) LLCb CT Corporation System, 1021 Main Street, Suite 1150, Houston, Texas 77002, United States
BPX Properties (LP) LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BPX Properties (NA) LPf 1999 Bryan St., STE 900, Dallas TX 75201, United States
Brian Jasper Nominees Pty Ltd Level 17, 717 Bourke Street, Docklands VIC, Australia
Britannic Energy Trading Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Britannic Investments Iraq Limited (90.00%) Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Britannic Marketing Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Britannic Strategies Limited 1 Wellheads Avenue, Dyce, Aberdeen, AB21 7PB, United Kingdom
Britannic Trading Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
British Pipeline Agency Limited (50.00%)s 5-7 Alexandra Road, Hemel Hempstead, Herts., HP2 5BS, United Kingdom
Britoil Limited 1 Wellheads Avenue, Dyce, Aberdeen, AB21 7PB, United Kingdom
BTC Pipeline Holding Company Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Burmah Castrol Australia Pty Ltdt Level 17, 717 Bourke Street, Docklands VIC, Australia
Burmah Castrol Holdings Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Burmah Castrol PLCi 1 Wellheads Avenue, Dyce, Aberdeen, AB21 7PB, United Kingdom
Burmah Castrol South Africa (Pty) Limitedu 199 Oxford Road, Oxford Parks, Dunkeld, Johannesburg, Gauteng, 2196, South Africa
Burmah Chile SpA José Musalen Saffie, Huerfanos N° 770 Of. 301, Santiago, Chile
BXL Plastics Limitedv Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Cadman DBP Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Casitas Pipeline Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Castrol (China) Limited Unit 807, Tower B, Manulife Financial Centre, 223 Wai Yip Street, Kwun Tong, Hong Kong
Castrol (Ireland) Limited One Spencer Dock, North Wall Quay, Dublin 1, Ireland
Castrol (Shanghai) Management Co., Ltdb Floor 3, Building 5, 255 Guiqiao Road, Shanghai Pilot Free Trade Zone, China
Castrol (Shenzhen) Company Limitedb No.1120 Mawan Road, Nanshan District, Shenzhen, China
Castrol (Tianjin) Lubricants Co., Ltdb South of NanGang Industrial Area, and East of Hai Gang Road, Tianjin Economic Development Area,
Tianjin, China, China
Castrol (U.K.) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Castrol Australia Pty. Limited Level 17, 717 Bourke Street, Docklands VIC, Australia
CASTROL Austria GmbHb Straße 6, Objekt 17, Industriezentrum NÖ-Süd,, 2355 Wr. Neudorf, Austria
Castrol B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
Castrol BP Petco Limited Liability Company (65.00%)b 9th Floor, 22-36 Nguyen Hue Street, 57-69F Dong Khoi Street, District 1, Ho Chi Minh City, Vietnam
Castrol Brasil Ltda. Avenida das Américas, no. 3434, Salas 301 a 308, Barra da Tijuca, Rio de Janeiro, RJ, 22640-102, Brazil
Castrol Caribbean & Central America Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Castrol Colombia Ltda. Calle 81, No 11 - 42, Oficina 901, Torre Sur, Bogota, Colombia
Castrol Del Peru S.A. (99.49%) Av. Camino Real, 111 Torre B Oficina, 603 San Isidro, Lima, Peru
Castrol Egypt Lubricants S.A.E. (51.00%) First floor of building located at Plot 28- the first Sector, City Center, New Cairo, Cairo, Egypt
Castrol India Limited (51.00%) Technopolis Knowledge Park, Mahakali Caves Road, Andheri (East), Mumbai 400093, India
Castrol Industrie und Service GmbH Erkelenzer Straße 20, 41179 Mönchengladbach, Germany
Castrol KK (64.84%) East Tower 20F, Gate City Ohsaki, 1-11-2 Osaki, Shinagawa-ku, Tokyo, Japan
Castrol Limited Technology Centre, Whitchurch Hill, Pangbourne, Reading, RG8 7QR, United Kingdom
Castrol Lubricants RO S.R.L 5th Floor, 92-96 Izvor St, 5th District, Bucharest, Romania
Castrol Mexico, S.A. de C.V.c Av. Santa Fe No. 505 Piso 10, Col. Cruz Manca Santa Fe, Deleg. CuajimalpaC.P., 05349 México D.F.,
Mexico
Castrol Namibia (Pty) Limited 24 Orban Street, Klein Windhoek, Windhoek, Namibia
Castrol Offshore Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Castrol Pakistan (Private) Limited D-67/1, Block # 4, Scheme # 5, Clifton, Karachi, Pakistan
Castrol Philippines, Inc. 32/F LKG Tower, Ayala Avenue, Makati City, 6801, Philippines
Castrol Servicos Ltda. Avenida Tamboré, 448, Barueri, Sao Paulo, Brazil
Castrol Ukraine LLCb 2A Kostiantynivska Street, Kyiv, 04071, Ukraine
Castrol Zimbabwe (Private) Limited Barking Road, Willowvale, Harare, Zimbabwe
Centrel Pty Ltd Level 17, 717 Bourke Street, Docklands VIC, Australia
Charge Your Car Limitedc 500, Capability Green, Luton, LU1 3LS, United Kingdom
Chargemaster (Europe) GmbH Bischof-von-Henle-Straße 2a, Regensburg, 93051, Germany
Chargemaster Limited 500, Capability Green, Luton, LU1 3LS, United Kingdom
Charging Solutions Limited 500, Capability Green, Luton, LU1 3LS, United Kingdom
CH-Twenty, Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Clarisse Holdings Pty Ltd Level 17, 717 Bourke Street, Docklands VIC, Australia
Coastwise Trading Company, Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Consolidada de Energia y Lubricantes, (CENERLUB) Avenida Eugenio Mendoza / San Felipe Edificio Centro Letonia, Torre Ing-Bank, Piso 12, Oficina 124-B, La
C.A. Castellana, Caracas, 1060, Venezuela, Bolivarian Republic of
Conti Cross Keys Inn, Inc. Easton and Swamp Roads, Buckinham Township, Bucks County, Pennsylvania, United States
Coro Trading NZ Limited Watercare House, 73 Remuera Road, Newmarket, Auckland, 1050, New Zealand
the SEC.
Cuyama Pipeline Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Dermody Developments Pty Ltd Level 17, 717 Bourke Street, Docklands VIC, Australia
Dermody Holdings Pty Ltd Level 17, 717 Bourke Street, Docklands VIC, Australia
Dermody Investments Pty Ltd Level 17, 717 Bourke Street, Docklands VIC, Australia
Dermody Petroleum Pty. Ltd. Level 17, 717 Bourke Street, Docklands VIC, Australia
DHC Solvent Chemie GmbH Timmerhellstsr. 28, 45478, Mülheim/Ruhr, Germany
Dome Beaufort Petroleum Limited 240 - 4th Avenue SW, Calgary AB T2P 4H4, Canada
Dome Wallis (1980) Limited Partnership (92.50%)f 240 - 4th Avenue SW, Calgary AB T2P 4H4, Canada
Dradnats, Inc. 2711 Centerville Road, Suite 400, Wilmington DE 19808, United States
Dualez 16, S.L. Avenida de la Transición Espanola 30, Alcobendas, 28108, Madrid, Spain
ECM Markets SA (Pty) Ltd (75.00%) 199 Oxford Road, Oxford Parks, Dunkeld, Johannesburg, Gauteng, 2196, South Africa
Elektromotive Limited 500, Capability Green, Luton, LU1 3LS, United Kingdom
Elite Customer Solutions Pty Ltd Level 17, 717 Bourke Street, Docklands VIC, Australia
Elm Holdings Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Energy Global Investments (USA) Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Enstar LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Estacion de Servicio Alto Campoo, S.L. Avenida de la Transición Espanola 30, Alcobendas, 28108, Madrid, Spain
Estacion de Servicio Ganzo 10, S.L. Avenida de la Transición Espanola 30, Alcobendas, 28108, Madrid, Spain
Estacion de Servicio Reocin 9, S.L. Avenida de la Transición Espanola 30, Alcobendas, 28108, Madrid, Spain
Estacion de Servicio Santillana II, S.L. Avenida de la Transición Espanola 30, Alcobendas, 28108, Madrid, Spain
Estacion de Servicio Sardinero, S.L. Avenida de la Transición Espanola 30, Alcobendas, 28108, Madrid, Spain
Estonian Aviation Fuelling Services (50.00%) Harju maakond, Lasnamäe linnaosa, Väike-Sõjamäe tn 12a, Tallinn, 11415, Estonia
Europa Oil NZ Limited Watercare House, 73 Remuera Road, Newmarket, Auckland, 1050, New Zealand
Exomet, Inc. 4400 Easton Commons Way , Suite 125, Columbus OH 43219, United States
Expandite Contract Services Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Exploration (Luderitz Basin) Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Exploration Service Company Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Flat Ridge 2 Holdings LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Flat Ridge Wind Energy, LLCb 112 SW 7th Street, Suite 3C, Topeka, Kansas, 66603
Foseco Holding International B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
Foseco Holding, Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Foseco, Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Fosroc Expandite Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Fowler Ridge Holdings LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Fowler Ridge I Land Investments LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Fowler Ridge II Holdings LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Fowler Ridge III Wind Farm LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
FreeBees B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
Fuel & Retail Aviation Sweden AB Box 8107, 10420, Stockholm, Sweden
Fuelplane- Sociedade Abastecedora De Aeronaves, Lagoas Park, Edificio 3, Porto Salvo, Oeiras, Portugal
Unipessoal, Lda
FWK (2017) Limitedw Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
FWK Holdings (2017) LTDw Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Gardena Holdings Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Gelsenkirchen Raffinerie Netz GmbH Alexander-von-Humboldt-Straße 1, Gelsenkirchen, 45896, Germany
GOAM 1 C.I S. A .S Calle 80 No.11-42, Bogota, 110111, Colombia
Grampian Aviation Fuelling Services Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Guangdong Investments Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Highlands Ethanol, LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Hosteleria Noriega S.L. Ronda de Poniente 3, 1ªPlanta, 28760 Tres Cantos, Madrid, Spain
IGI Resources, Inc. 921 S. Orchard St. Ste G, Boise ID 83705, United States
Insight Analytics Solutions Holdings Limited (74.50%) Romax Technology Centre, University of Nottingham Innovation Park, Triumph Road, Nottingham, NG7
2TU, United Kingdom
Insight Analytics Solutions Limited (74.50%) Romax Technology Centre, University of Nottingham Innovation Park, Triumph Road, Nottingham, NG7
2TU, United Kingdom
Insight Analytics Solutions USA, Inc (74.50%) 2108 55th Street, Suite 105, Boulder CO 80301, United States
International Bunker Supplies Pty Ltd Level 17, 717 Bourke Street, Docklands VIC, Australia
Iraq Petroleum Company Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Jupiter Insurance Limited Albert House, South Esplanade, St. Peter Port, GY1 1AW, Guernsey
Ken-Chas Reserve Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Kenilworth Oil Company Limitedi Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Kingbook Inversiones Socimi, S.A. Calle Velázquez 18, 28001 Madrid, Spain
Latin Energy Argentina S.A. Av. Cordoba 315 Piso 8, Buenos Aires, 1054, Argentina
Lebanese Aviation Technical Services S.A.L. P O Box - 11 -5814c/o Coral Oil Building, 583Avenue de Gaulle, Raoucheh, Beirut, Lebanon
Limited Liability Company BP Toplivnaya Kompaniab Novinskiy blvd.8, 17th floor, premises 11, 121099, Moscow, Russian Federation
Limited liability company Setra Lubricantsb 2 Paveletskaya sq, Building1, 115054 Moscow, Russia
Lubricants UK Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Lytt Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
the SEC.
Manormaker (Nominee No. 1) Limited (99.90%) 11 Black Horse Lane, Ipswich, Suffolk, IP1 2EF, United Kingdom
Manormaker (Nominee No. 2) Limited (99.90%) 11 Black Horse Lane, Ipswich, Suffolk, IP1 2EF, United Kingdom
Manormaker GP Limited (99.90%) 11 Black Horse Lane, Ipswich, Suffolk, IP1 2EF, United Kingdom
Mardi Gras Transportation System Company LLC Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
(70.34%)b
Markoil, S.A. Unipersonal Avenida de la Transición Española 30, Parque Empresarial Omega, Edificio D. 28108 Alcobendas, Madrid,
Spain
Masana Petroleum Solutions (Pty) Ltd (37.88%) 199 Oxford Road, Oxford Parks, Dunkeld, Johannesburg, Gauteng, 2196, South Africa
Mayaro Initiative for Private Enterprise Development 5-5A Queen's Park West, Port-of-Spain, Trinidad and Tobago
(70.00%)
Mehoopany Holdings LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Mes Tecnologia En Servicios Y Energia, S.A. De C.V.c Av. Santa Fe No. 505 Piso 10, Col. Cruz Manca Santa Fe, Deleg. CuajimalpaC.P., 05349 México D.F.,
Mexico
Minza Pty. Ltd. Level 17, 717 Bourke Street, Docklands VIC, Australia
Mountain City Remediation, LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
No. 1 Riverside Quay Proprietary Limited Level 17, 717 Bourke Street, Docklands VIC, Australia
Nordic Lubricants A/S Arne Jacobsens Allé 7, 5th Floor, 2300, Copenhagen, Denmark
Nordic Lubricants AB Hemvärnsgatan , 171 54, Solna, Sweden
North America Funding Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
OMD87, Inc. 111 Eighth Avenue, New York, New York, 10011
Omega Oil Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
OnSight Analytics Solutions India Private Ltd. (74.50%) Office No. 306, Regus Business Center , 3rd Floor, Abbusali St, Saligramam, Chennai, Tamil Nadu,
600093, India
OOO BP STLb Novinskiy blvd.8, 18th floor, office 14, 121099, Moscow, Russian Federation
Orion Delaware Mountain Wind Farm LPb 2711 Centerville Road, Suite 400, Wilmington DE 19808, United States
Orion Energy Holdings, LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Orion Energy L.L.C.b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Orion Post Land Investments, LLCb 2711 Centerville Road, Suite 400, Wilmington DE 19808, United States
Oyambre 1, S.L. Avenida de la Transición Espanola 30, Alcobendas, 28108, Madrid, Spain
Pacroy (Thailand) Co., Ltd. (39.50%) 23rd Fl. Rajanakarn Bldg, 3 South Sathon Road, Yannawa South Sathon, Bangkok 10120, Thailand
Peaks America Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Pearl River Delta Investments Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Petrocorner Retail S.L.U. Ronda de Poniente 3, 1ªPlanta, 28760 Tres Cantos, Madrid, Spain
Phoenix Petroleum Services, Limited Liability Company Royal Tulip Al Rasheed Hotel, Baghdad Tower, PO Box 8070, Baghdad, Iraq
Pozuelo 4, S.L. Avenida de la Transición Espanola 30, Alcobendas, 28108, Madrid, Spain
PRODUITS METALLURGIE DOITTAU Campus Saint Christophe, Bâtiment Galilée 3, 10 Avenue de l'Entreprise, 95863, Cergy Saint Christophe,
Prospect International, C.A. (In liquidation) Avenida Eugenio Mendoza / San Felipe Edificio Centro Letonia, Torre Ing-Bank, Piso 12, Oficina 124-B, La
Castellana, Caracas, 1060, Venezuela, Bolivarian Republic of
PT BP Petrochemicals Indonesia 20th Floor Summitmas II Jl., Jend. Sudirman Kav. 61 - 62, Jakarta, Selatan, Indonesia
PT Castrol Indonesia (68.30%) Perkantoran Hijau Arkadia, Tower B 9th Floor, Jl. Let. Jenderal TB. Simatupang Kav. 88, Jakarta12520,
Indonesia
PT Castrol Manufacturing Indonesia (68.30%) JL. Raya, Merak KM 117, DS Gerem, Gerem Grogol, Cilegon, Banten, Indonesia
PT Jasatama Petroindoc Perkantoran Hijau Arkadia, Tower B 8th Floor, Jl. Let. Jenderal TB. Simatupang Kav. 88, Jakarta12520,
Indonesia
Puente Arce 4, S.L. Avenida de la Transición Espanola 30, Alcobendas, 28108, Madrid, Spain
Remediation Management Services Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Richfield Oil Corporation Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Rio Corvo 2, S.L. Avenida de la Transición Espanola 30, Alcobendas, 28108, Madrid, Spain
Rolling Thunder I Power Partners, LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Romax Insight Korea Ltd. (74.50%) 504 Smart Building, 213-3 Cheomdan-ro, Jeju-si, Jeju-do, Korea, Republic of
Ropemaker Deansgate Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Ropemaker Properties Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Ruhr Oel GmbH (ROG) Alexander-von-Humboldt-Straße 1, Gelsenkirchen, 45896, Germany
Rusdene GSS Limitedw Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Saturn Insurance Inc. 400 Cornerstone Drive, Suite 240, Williston VT 05495, United States
Sherbino I Holdings LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Sherbino Mesa I Land Investments LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Sociedade de Promocao Imobiliaria Quinta do Loureiro, Lagoas Park, Edificio 3, Porto Salvo, Oeiras, Portugal
SA
Société de Gestion de Dépots d'Hydrocarbures - GDHb Campus Saint Christophe, Bâtiment Galilée 3, 10 Avenue de l'Entreprise, 95863, Cergy Saint Christophe,
SOFAST Limited (63.09%)x 23rd Fl. Rajanakarn Bldg, 3 South Sathon Road, Yannawa South Sathon, Bangkok 10120, Thailand
South Texas Shale LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Southeast Texas Biofuels LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Southern Ridge Pipeline Holding Company Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Southern Ridge Pipeline LP LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Sp/f Decision3 (GreenSteam) Company (61.68%)y Krosslíð 11, FO-100 Tórshavn , Faroe Islands
the SEC.
SRHP (99.99%)b Campus Saint Christophe, Bâtiment Galilée 3, 10 Avenue de l'Entreprise, 95863, Cergy Saint Christophe,
Standard Oil Company, Inc. 251 East Ohio Street, Suite 500, Indianapolis IN 46204, United States
Stryde Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Sunrise Oil Sands Partnership (50.00%)f c/o Husky Oil Operations Limited, 707 - 8th Avenue SW, Calgary AB T2P 1H5, Canada
Taradadis Pty. Ltd. Level 17, 717 Bourke Street, Docklands VIC, Australia
Telcom General Corporation (99.96%)d 818 West Seventh Street, 2nd Floor, Los Angeles, CA, 90017
Terre de Grace Partnership (75.00%)f 1100, 635 - 8th Avenue SW, Calgary AB T2P 3M3, Canada
The Anaconda Company 814 Thayer Avenue, Bismarck, ND, 58501-4018
The BP Share Plans Trustees Limitedi Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
The Burmah Oil Company (Pakistan Trading) Limited 1 Wellheads Avenue, Dyce, Aberdeen, AB21 7PB, United Kingdom
The Standard Oil Company 4400 Easton Commons Way , Suite 125, Columbus OH 43219, United States
TISA Education Complex LLC (65.88%)b 153 Neftchilar Avenue, Baku, AZ1010, Azerbaijan
TJKK 15th Fl. Roppongi Hills Mori Tower, 10-1 Roppongi 6-chome, Minato-ku, Tokyo106-6115, Japan
Toledo Refinery Holding Company LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Torrelavega 7, S.L. Avenida de la Transición Espanola 30, Alcobendas, 28108, Madrid, Spain
Union Texas International Corporation Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Vastar Pipeline, LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Viceroy Investments Limited Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Villacarriedo 8, S.L. Avenida de la Transición Espanola 30, Alcobendas, 28108, Madrid, Spain
Warrenville Development Limited Partnershipb 33 North LaSalle Street, Chicago, Illinois 60602, United States
Water Way Trading and Petroleum Services LLC Khur Al-Zubair, pear No 1, Basra, Iraq
(90.00%)
Welchem, Inc. 2711 Centerville Road, Suite 400, Wilmington DE 19808, United States
West Kimberley Fuels Pty Ltd Level 17, 717 Bourke Street, Docklands VIC, Australia
Westlake Houston Development, LLCb Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Whiting Clean Energy, Inc. Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Windpark Energy Nederland B.V. d'Arcyweg 76, 3198 NA Europoort Rotterdam, Netherlands
Winwell Resources, L.L.C.b 5615 Corporate Blvd., Suite 400B, Baton Rouge LA 70808, United States
Wiriagar Overseas Ltd Estera Corporate Services (BVI) Limited, Jayla Place, Wickhams Cay 1, PO Box 3190, Road Town, Tortola,
VG1110, Virgin Islands, British
the SEC.
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ABG Autobahn-Betriebe GmbH (32.58%)b Brucknerstraße 4, 1041 Wien, Austria
Abu Dhabi Marine Areas Limited (33.33%)h Chertsey Road, Sunbury on Thames, Middlesex, TW16 7BP, United Kingdom
Advanced Biocatalytics Corporation (24.20%)a 18010 Skypark Circle , #130 , Irvine CA 92614, United States
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Axuy Energy Holdings S.R.L. (50.00%)b Avenida Luis Alberto de Herrera 1248, Oficina 1901, Montevideo, Uruguay
Axuy Energy Investments S.R.L. (50.00%)b Avenida Luis Alberto de Herrera 1248, Oficina 1901, Montevideo, Uruguay
Azerbaijan Gas Supply Company Limited (23.06%)h Maples & Calder, P.O. Box 309, Ugland House, 113 South Church Street, George Town, Grand Cayman,
Cayman Islands
Azerbaijan International Operating Company (30.37%)β 190 Elgin Avenue, George Town, Grand Cayman , KY1-9005, Cayman Islands
Baplor S.A. (50.00%) Colonia 810, Oficina 403, Montevideo, Uruguay
Barranca Sur Minera S.A. (50.00%) Calle 14, No 781, Piso 2, Oficina 3, Ciudad de La Plata, Provincia de Buenos Aires, Argentina
Beer GmbH (50.00%) Saganer Straße 31, 90475 Nürnberg, Germany
Beer GmbH & Co. Mineralol-Vertriebs-KG (50.00%)f Saganer Straße 31, 90475 Nürnberg, Germany
BGFH Betankungs-Gesellschaft Frankfurt-Hahn GbR Sportallee 6, 22335 Hamburg, Germany
(50.00%)f
Bighorn Solar 1, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Billund Refuelling I/S (50.00%) GA Centervej 1, DK-7190, Billund, Denmark
Blackbear Alabama Solar 1, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Blackbear Alabama Solar Land Holdings, LLC Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
(49.97%)b
Blendcor (Pty) Limited (37.50%)α 135 Honshu Road, Islandview, Durban, 4052, South Africa
the SEC.
Blue Marble Holdings Limited (23.58%)γ Northgate House, 2nd Floor, Upper Borough Walls, Bath, BA1 1RG, United Kingdom
Blue Ocean Seismic Services Limited (52.50%)a 12-14 Carlton Place, Southampton, SO15 2EA, United Kingdom
Bodmin Solar Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
BP AOC Pumpstation Maatschap (50.00%)f Rijndwarsweg 3, 3198 LK Europoort, Rotterdam, Netherlands
BP Bunge Bioenergia S.A. (48.27%) Avenida das Nações Unidas, nº 12.399, 4º andar, Brooklin Paulista, São Paulo, CEP 04578-000, Brazil
BP Dhofar LLC (49.00%) P.O.Box 20302/211, 20302, Oman
BP Esso AOC Maatschap (22.80%)f Rijndwarsweg 3, 3198 LK Europoort, Rotterdam, Netherlands
BP Esso Pipeline Maatschap (50.00%)f Rijndwarsweg 3, 3198 LK Europoort, Rotterdam, Netherlands
BP Guangzhou Development Oil Product Co., Ltd Room X2072, 2/F, No.13 Longxue Road, Longxue Island, Nansha District, Guangzhou, Guangdong,
(40.00%)b 511450, China
BP Petro China Jiangmen Fuels Co., Ltd. (49.00%)b Room A, building B , 5th floor, no. 22 gangang road, Jiangmen, China
BP PetroChina Petroleum Co., Ltd (49.00%)b Room B1, 11th Floor, No.22 Gang Kou Yi Road, Peng Jiang District, Jiangmen, Guangdong Province,
China
BP PETRONAS Acetyls Sdn. Bhd. (70.00%) Level 8, Symphony House, Pusat Dagangan Dana 1, Jalan PJU 1A/46 47301 Petaling Jaya, Selangor
Darul Ehsan, Malaysia
BP Sinopec (ZheJiang) Petroleum Co., Ltd (40.00%)b F12, Hua Zhe Square Tower 1, Hang Zhou City, Zhe Jiang Province, China
BP Sinopec Marine Fuels Pte. Ltd. (50.00%) 112 Robinson Road, #05-01, Robinson 112, 068902, Singapore
BP West Africa Supply Limited (50.00%) Number 1, Rehoboth Place, Dade Street, North Labone Estates, Accra, Accra Metropolitan, Greater
Accra, P. O. BOX CT3278, Ghana
BP YPC Acetyls Company (Nanjing) Limited (50.00%)b 9# Huo Ju Road, Liu He District, Nanjing, Jiangsu Province, China
BP-Husky Refining LLC (50.00%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
BP-Japan Oil Development Company Limited 1 Wellheads Avenue, Dyce, Aberdeen, AB21 7PB, United Kingdom
(50.00%)h
Braendstoflageret Kobenhavns Lufthavn I/S (20.83%)f Københavns, Lufthavn, 2770 Kastrup, Denmark
BTC International Investment Co. (30.10%)δ Maples & Calder, P.O. Box 309, Ugland House, 113 South Church Street, George Town, Grand Cayman,
Cayman Islands
Burnthouse Solar Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Butamax™ Advanced Biofuels LLC (50.00%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Caesar Oil Pipeline Company, LLC (39.39%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Cairns Airport Refuelling Service Pty Ltd (33.33%) Company Matters Pty Ltd, Level 12, 680 George Street, Sydney NSW 2000, Australia
Cantera K-3 Limited Partnership (39.00%)f 6400 Shafer Ct., Suite 400, Rosemont IL 60018-4927, United States
Canton Renewables, LLC (50.00%)b 30600 Telegraph Road, Suite 2345, Bingham Farms MI 48025, United States
Castrol Cuba S.A. (50.00%) Calle 6 No 319, esq 5ta. Ave., Miramar, Playa, La Habana, Cuba
Castrol DongFeng Lubricant Co., Ltd (50.00%)b C1/C2-1, C1/C2-2, 1-6F, No. C1/C2 building, No.107 Huazhong Electronics Industry Park, Fangcao 2
Road, Wuhan Economic and Technological Development Zone, Wuhan, Hubei Province, China
Cedar Creek II Holdings LLC (50.00%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Cedar Creek II, LLC (50.00%)b 1560 Broadway, Suite 2090, Denver, Colorado, 80202
Cefari RNG OKC, LLC (50.00%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Cekisan Depolama Hizmetleri Limited Sirketi (35.00%) Liman Mah. 60 Sk., Çekisan-İdari Bina sit. No:25 A/1, Konyaaltı, Antalya, Turkey
Central African Petroleum Refineries (Pvt) Ltd Block 1Tendeseka Office Park, Samora Machel Av/Renfrew Road, Harare, Zimbabwe
(20.75%)
CERF Shelby, LLC (50.00%)b 800 S. Gay Street, Suite 2021, Knoxville TN 37929, United States
Chicap Pipe Line Company (56.17%) Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
China American Petrochemical Company, Ltd. 6th Floor, No. 413 Section 2 Ti-Ding Blvd., Neihu, Taipei, 11493, Taiwan
(CAPCO) (61.36%)
China Aviation Oil (Singapore) Corporation Ltd 8 Temasek Boulevard #31-02, Suntec City Tower 3, Singapore 038988, Singapore
(20.03%)
Chittering Solar Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Clean Eagle RNG, LLC (50.00%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Clean Vision Solar LLC (49.97%)b 400 Montgomery Street, Floor 8, San Francisco, CA 94104
Cleopatra Gas Gathering Company, LLC (37.28%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
CNAF Air BP General Aviation Fuel Company Limited 11/F, Building No.2, No. 32 Lingang Road Section One, Xihang Port Street, Shuangliu District, Chengdu,
(49.00%) Sichuan Province, China
Coastal Oil Logistics Limited (25.00%) 10th Floor, The Bayleys Building, Cnr Brandon St and Lambton Quay, Wellington, 6011, New Zealand
Compatible Opportunity Lda (49.97%) Rua Sousa Martins, no 10, 1050 218, Lisboa, Portugal
Compatibleglobe Lda (49.97%) Rua Sousa Martins, no 10, 1050 218, Lisboa, Portugal
Concessionaria Stalvedro SA (50.00%) San Gottardo Sud, 6780, Airolo, Switzerland
Continental Divide Solar I, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Continental Divide Solar II, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Continental Divide Solar Land Holdings, LLC (49.97%) Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
b
CSG Convenience Service GmbH (24.80%) Wittener Straße 45, 44789 Bochum, Germany
Danish Refuelling Services I/S (50.00%)f Kastrup Lufthavn, 2770 Kastrup, Denmark
Danish Tankage Services I/S (50.00%)f Kastrup Lufthavn 1, 2770 Kastrup, Denmark
Dapsun - Investimentos e Consultoria, LDA. (24.99%) Rua Júlio Dinis, n.º 247, 6.º, E-1, Edifício Mota Galiza, Parish of Lordelo do Ouro and Massarelos,
4050-027, Porto, Portugal
Dinarel S.A. (20.00%) La Cumparsita 1373, piso 4°, Montevideo, Uruguay
Donoma Power Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
DOPARK GmbH (25.00%) Westfalendamm 166, 44141 Dortmund, Germany
Dusseldorf Fuelling Services GbR (33.00%)f Sportallee 6, 22335 Hamburg, Germany
the SEC.
Dusseldorf Tank Services GbR (33.00%)f Sportallee 6, 22335 Hamburg, Germany
El Temsah Petroleum Company 5 El Mokhayam El Daiem St, 6th Sector, Nasr City, Egypt
"PETROTEMSAH" (25.00%)
Elk Hill Solar 1, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Elk Hill Solar 2, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
EMDAD Aviation Fuel Storage FZCO (33.33%) P.O.Box 261781, Dubai, United Arab Emirates
Emoil Storage Company FZCO (20.00%) Plot No. B003R04, Box No. 9400, Dubai, United Arab Emirates, Dubai, United Arab Emirates
EMSEP S.A. de C.V. (50.00%) Av. Paseo de la Reforma 505 piso 32, Colonia Cuauhtémoc, Delegación Cuauhtémoc (06500), CDMX,
Mexico
Endymion Oil Pipeline Company, LLC (45.72%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Energías Renovables de Ixion, SL (49.97%) Calle Alcala numero 63, 28014, Madrid, Spain
Energy Emerging Investments, LLC (50.00%)b 2711 Centerville Road, Suite 400, Wilmington DE 19808, United States
Entrepot petrolier de Chambery (32.00%) 562 Avenue du Parc de l'Ile, 92000, NANTERRE, France
Entrepôt Pétrolier de Puget sur Argens - EPPA Campus Saint Christophe, Bâtiment Galilée 3, 10 Avenue de l'Entreprise, 95863, Cergy Saint Christophe,
(58.25%) Cergy Pontoise, France
Erdol-Lagergesellschaft m.b.H. (23.00%)b Radlpaßstraße 6, 8502 Lannach, Austria
Etzel-Kavernenbetriebsgesellschaft mbH & Co. KG Bertrand-Russell-Straße 3, 22761 Hamburg, Germany
(33.33%)f
Etzel-Kavernenbetriebs-Verwaltungsgesellschaft mbH Bertrand-Russell-Straße 3, 22761 Hamburg, Germany
(33.33%)
EverSource Advisors Private Ltd (24.99%) One Indiabulls Center, 16th Floor, Tower 2A, Senapati Bapat Marg, Mumbai City, Maharashtra, Mumbai,
400013, India
EverSource Management Holdings (24.99%) 3rd Floor, Standard Chartered Tower, Bank Street, 19 Cybercity, Ebene, 72201, Mauritius
Ffos Las Solar Developments Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
FFS Frankfurt Fuelling Services (GmbH & Co.) OHG Sportallee 6, 22335 Hamburg, Germany
(33.00%)f
Field Services Enterprise S.A. (50.00%) Av. Leandro N. Alem 1180, piso 11°, Buenos Aires, Argentina
Finite Carbon Corporation (50.00%) 435 Devon Park Drive, Suite 700, Wayne, Pennsylvania, 19087, United States
Finite Resources, Inc. (50.00%) 2711 Centerville Road, Suite 400, Wilmington DE 19808, United States
Fip Verwaltungs GmbH (50.00%) Rheinstraße 36, 49090 Osnabrück, Germany
Flat Ridge 2 Wind Energy LLC (50.00%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Flat Ridge 2 Wind Holdings LLC (50.00%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Flughafen Hannover Pipeline Verwaltungsgesellschaft Überseeallee 1, 20457, Hamburg, Hamburg, Germany
mbH (50.00%)
Flughafen Hannover Pipelinegesellschaft mbH & Co. Überseeallee 1, 20457, Hamburg, Hamburg, Germany
KG (50.00%)f
Fly Victor Ltd (26.20%) 60 Sloane Avenue, London, SW3 3XB, United Kingdom
Flytanking AS (50.00%) Postboks 36, Stjordal, NO-7501, Norway
Foreseer Ltd (25.00%) 121A Thoday Street, Cambridge , Cambridgeshire, CB1 3AT , United Kingdom
Formosa BP Chemicals Corporation (50.00%) No. 1-1Formosa Industrial Comples, Mailiao, Yunlin Hsien, Taiwan
Fotech Group Limited (22.40%)a 5th Floor, Condor House, 10 St Paul's Churchyard, London, EC4M 8AL , United Kingdom
Fowler I Holdings LLC (50.00%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Fowler II Holdings LLC (50.00%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Fowler Ridge II Wind Farm LLC (50.00%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Fowler Ridge Wind Farm LLC (50.00%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Free Power for Schools 13 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Freetricity Central June Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Freetricity Commercial June Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Fresh-Serve Bakeries LLC (37.04%)b Corporation Service Company, 421 West Main Street, Frankfort KY 40601, United States
Fuelling Aviation Service - FAS (50.00%)b 3 Rue des Vignes, Aéroport Roissy Charles de Gaulle, 93290, TREMBLAY EN FRANCE, France
Fuerzas Energéticas del Sur de Europa IV, SL (49.97%) Calle Alcala numero 63, 28014, Madrid, Spain
Fuerzas Energéticas del Sur de Europa XIX, SL Calle Alcala numero 63, 28014, Madrid, Spain
(49.97%)
Fundación para la Eficiencia Energética de la Calle Lituania nº 10, Castellón de la Plana, Spain
Comunidad Valenciana (33.33%)b
Gardermeon Fuelling Services AS (33.33%) Postboks 133, Gardermoen, NO-2061, Norway
Gas Natural Acu Comercializadora de Energia Ltda. Rua do Russel 804, 5th floor, Gloria, Rio de Janeiro, Brazil
(50.00%)
Gas Natural Acu S.A. (30.00%) Praia do Flamengo 66, 13th and 14th floors, Block A, Flamengo, Rio de Janeiro, Brazil
Gas Natural Infraestrutura S.A. (28.51%) Rua do Russel 804, 5th floor, Gloria, Rio de Janeiro, Brazil
Gemalsur S.A. (50.00%) Colonia 810, Oficina 403, Montevideo, Uruguay
Georgian Pipeline Company (30.37%)β 190 Elgin Avenue, George Town, Grand Cayman , KY1-9005, Cayman Islands
the SEC.
Gezamenlijke Tankdienst Schiphol B.V. (50.00%) Anchoragelaan 6, 1118LD Luchthaven Schiphol, Netherlands
GISSCO S.A. (50.00%) 2,Vouliagmenis Ave & Papaflessa, 16777 Elliniko, Athens, Attika, Greece
Glade CD Solar Holdings, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Glade Solar Class B, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Glade Solar Construction Holdings, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Glade Solar Construction, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Glade Solar Holdings 1, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Glade Solar Holdings 2, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Glade Solar Holdings, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Glade Solar Land Holdings, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Gnowee Power Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Goshen Phase II LLC (50.00%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Gothenburgh Fuelling Company AB (GFC) (33.33%) Box 2154, 438 14, LANDVETTER, Sweden
Gravcap, Inc. (25.00%) Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Great Ropemaker Partnership (G.P.) Limited (50.00%)α 33 Cavendish Square, London, W1G 0PW, United Kingdom
Great Ropemaker Property (Nominee 1) Limited 33 Cavendish Square, London, W1G 0PW, United Kingdom
(50.00%)
Great Ropemaker Property (Nominee 2) Limited 33 Cavendish Square, London, W1G 0PW, United Kingdom
(50.00%)
Great Ropemaker Property Ltd (50.00%) 33 Cavendish Square, London, W1G 0PW, United Kingdom
Green Growth Feeder Fund Pte. Ltd (24.99%) 163 Penang Road, #08-01, Winsland House II, Singapore, 238463, Singapore
Grid Edge Limited (60.00%)a Mclaren Building Suite, 14a Mclaren Building, 46 Priory Queensway, Birmingham, B4 7LR, United
Kingdom
Groupement Pétrolier de Saint Pierre des Corps - 150 Avenue Yves Farge, 37700, SAINT PIERRE DES CORPS, France
GPSPC (20.00%)b
Guangdong Dapeng LNG Company Limited (30.00%)b 10-11/FTime Finance Center, No.4001 Shennan Dadao, Futian Street, Futian District, Shenzhen,
Guangdong Province, China
GVÖ Gebinde-Verwertungsgesellschaft der Steindamm 55, 20099 Hamburg, Germany
Mineralölwirtschaft mbH (21.00%)
H7 Energy Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Hamburg Tank Service (HTS) GbR (33.00%)f Sportallee 6, 22335 Hamburg, Germany
Hebei Dongming Yinglun Petroleum Co., Ltd. South Side, Floor 10, Insurance Industrial Park, No. 672, Chengjiao Street,, Qiaoxi District, Shijiazhuang
(49.00%)b City, Hebei Province, China
Heinrich Fip GmbH & Co. KG (50.00%)f Rheinstraße 36, 49090 Osnabrück, Germany
Heliex Power Limited (32.40%)a Kelvin Building , Bramah Avenue , East Kilbride, Glasgow , Scotland, G75 0RD, United Kingdom
Henan Dongming Yinglun Petroleum Co., Ltd. Room 124, Longhu Enterprise Service Center, Floor 1, Building No. 10, Courtyard No.1, Long Xing Jia
(49.00%)b Yuan, No. 66, Longhu Outer Ring Road, Zhengdong New District, Zhenzhou City
HFS Hamburg Fuelling Services GbR (25.00%)f Sportallee 6, 22335 Hamburg, Germany
Hiergeist Heizolhandel GmbH & Co. KG (50.00%)f Grubenweg 4, 83666 Waakirchen-Marienstein, Germany
Hokchi Energy S.A. de C.V. (50.00%) Torre A, piso 4, oficina 402, Calzada Legaria 549, Colonia 10 de Abril, Delegación Miguel Hidalgo, Ciudad
de Mexico, C. P. 11250, Mexico
Hokchi Iberica S.L. (50.00%) Campus Empresarial Arbea - Edificio Nº 1, Carretera Fuencarral a Alcobendas (M-603), Km 3,8.,
Alcobendas, Madrid, Spain
Howbery Solar Park Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Impact Solar 1, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Impact Solar Class B, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Impact Solar Construction, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Impact Solar Holdings 1, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Impact Solar Holdings 2, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Impact Solar Holdings, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Implantación de Fuentes Energéticas de Origen Calle Alcala numero 63, 28014, Madrid, Spain
Renovable, SL (49.97%)
In Salah Gas Limited (25.50%)α IFC 5, St Helier, Jersey, JE1 1ST, Jersey
In Salah Gas Services Limited (25.50%)α IFC 5, St Helier, Jersey, JE1 1ST, Jersey
India Gas Solutions Private Limited (50.00%) Unit Nos.71 & 737th Floor, Maker Maxity, 2nd North Avenue, Bandra - Kurla Complex, Bandra (East),
Mumbai 400 051, Maharashtra, India
Jamaica Aircraft Refuelling Services Limited (51.00%)h PCJ Building36 Trafalgar Road, Kingston 10, Jamaica
Johnson Corner Solar I, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808, United States
Kala Power Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Kingston Research Limited (50.00%) C/O Banks Cooper Associates, 21 Marina Court, Hull, HU1 1TJ , United Kingdom
Klaus Köhn GmbH (50.00%) An der Braker Bahn 22, 26122 Oldenburg, Germany
Köhn & Plambeck GmbH & Co. KG (50.00%)f An der Braker Bahn 22, 26122 Oldenburg, Germany
Kurt Ammenn GmbH & Co. KG (50.00%)f Luisenstraße 5 a, 26382 Wilhelmshaven, Germany
LCA Aviation Fuelling Systems Limited (35.00%) 90 Archiepiskopou str, Dromolaxia – Meneou, 7020 Larnaca , Cyprus
LFS Langenhagen Fuelling Services GbR (50.00%)f Sportallee 6, 22335 Hamburg, Germany
Lightning Hybrids, LLC (31.60%)d 160 Greentree Drive, Suite 101, Dover, County of Kent DE 19904, United States
Lightsource Asset Holdings (Australia) Limited 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
(49.97%)
Lightsource Asset Holdings (Europe) Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
the SEC.
Lightsource Asset Holdings (Spain) Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource Asset Holdings (UK) Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource Asset Holdings (USA) Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Lightsource Asset Holdings (Vendimia I) Limited 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
(49.97%)
Lightsource Asset Holdings (Vendimia II) Limited 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
(49.97%)
Lightsource Asset Holdings 1 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Lightsource Asset Management Australia Pty Ltd Level 19 'CBW', 181 William Street, Melbourne VIC 3000, Australia
(49.97%)
Lightsource Asset Management Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Lightsource Australia FinCo Holdings Limited 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
(49.97%)
Lightsource Australia SPV 1 Pty Limited (49.97%) Level 19 'CBW', 181 William Street, Melbourne VIC 3000, Australia
Lightsource Australia SPV 4 Pty Ltd (49.97%) Level 19 'CBW', 181 William Street, Melbourne VIC 3000, Australia
Lightsource Beacon Holdings, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Lightsource Beacon, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Lightsource Bodegas Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource Bom Lugar IV Geração de Energia Ltda Fazenda Terra Nova, located at Rod. Padre Cícero (CE 153), S/N, KM 58, Lima Campos, City of Icó, State
(49.97%) of Ceará, Zip Code 63.435-000
Lightsource Bom Lugar IX Geração de Energia Ltda Fazenda Terra Nova, located at Rod. Padre Cícero (CE 153), S/N, KM 58, Lima Campos, City of Icó, State
(49.97%) of Ceará, Zip Code 63.435-000
Lightsource Bom Lugar V Geração de Energia Ltda Fazenda Terra Nova, located at Rod. Padre Cícero (CE 153), S/N, KM 58, Lima Campos, City of Icó, State
(49.97%) of Ceará, Zip Code 63.435-000
Lightsource Bom Lugar VI Geração de Energia Ltda Fazenda Terra Nova, located at Rod. Padre Cícero (CE 153), S/N, KM 58, Lima Campos, City of Icó, State
(49.97%) of Ceará, Zip Code 63.435-000
Lightsource Bom Lugar VII Geração de Energia Ltda Fazenda Terra Nova, located at Rod. Padre Cícero (CE 153), S/N, KM 58, Lima Campos, City of Icó, State
(49.97%) of Ceará, Zip Code 63.435-000
Lightsource Bom Lugar VIII Geração de Energia Ltda Fazenda Terra Nova, located at Rod. Padre Cícero (CE 153), S/N, KM 58, Lima Campos, City of Icó, State
(49.97%) of Ceará, Zip Code 63.435-000
Lightsource BP Hassan Allam Developments for 14 Kamal El Tawil ST, Zamalek, Cairo, Egypt
Renewable Energy S.A.E (24.99%)
Lightsource BP Hassan Allam Holdings B.V. (24.99%) Jan van Goyenkade 8, 1075HP, Amsterdam, Netherlands
Lightsource BP Renewable Energy Investments 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Limited (49.97%)ε
Lightsource Brasil Energia Renovavel Participacoes Av. Bernardino de Campos, n. 98., Conj. A, 12 Andar, Sala 37, Paraiso, São Paulo, 04.004-040, Brazil
S.A. (49.97%)
Lightsource Brazil Holdings 1 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Lightsource Brazil Holdings 2 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource Commercial Rooftops (Buyback) Limited 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
(49.97%)
Lightsource Commercial Rooftops Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Lightsource Construction Management Limited 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
(49.97%)
Lightsource Development Services Australia Pty Ltd Level 19 'CBW', 181 William Street, Melbourne VIC 3000, Australia
(49.97%)
Lightsource Development Services Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource Egypt Holdings Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Lightsource Europe Asset Management, SL (49.97%) Calle Suero de Quinones, Numero 34-36, 28002, Madrid, Spain
Lightsource Finance 55 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Lightsource Finca Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource Grace 1 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource Holdings 1 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource Impact 1 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource Impact 2 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource India Holdings (Mauritius) Limited 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
(49.97%)
Lightsource India Holdings Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource India Investments (UK) Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Lightsource India Limited (25.48%)h 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource India Maharashtra 1 Holdings Limited 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
(49.97%)
the SEC.
Lightsource India Maharashtra 1 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource Kingfisher Holdings Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource Kingpin 1 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource Labs 1 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Lightsource Labs Holdings Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Lightsource Labs Limited (47.47%) Trinity House, Charleston Road, Ranelagh, Dublin 6, D06C8X4, Ireland
Lightsource Largescale Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource LS Labs Australia Operations Pty Ltd Level 19 'CBW', 181 William Street, Melbourne VIC 3000, Australia
(49.97%)
Lightsource LS Labs Australia Pty LTD (49.97%) C/- Baker McKenzie, Level 19, 181 William Street, Melbourne VIC 3000, Australia
Lightsource Midscale Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource Milagres I Geracao de Energia Ltda. Sítio Cajueiro - Abaiara - left of BR 116, KM491, Caatinga Grande, Zona Rural, Abaiara, 63.240-000, Brazil
(49.97%)
Lightsource Milagres II Geracao de Energia Ltda. Sítio Cajueiro - Abaiara - left of BR 116, KM491, Caatinga Grande, Zona Rural, Abaiara, 63.240-000, Brazil
(49.97%)
Lightsource Milagres III Geracao de Energia Ltda. Sítio Cajueiro - Abaiara - left of BR 116, KM491, Caatinga Grande, Zona Rural, Abaiara, 63.240-000, Brazil
(49.97%)
Lightsource Milagres IV Geracao de Energia Ltda. Sítio Cajueiro - Abaiara - left of BR 116, KM491, Caatinga Grande, Zona Rural, Abaiara, 63.240-000, Brazil
(49.97%)
Lightsource Milagres V Geracao de Energia Ltda. Sítio Cajueiro - Abaiara - left of BR 116, KM491, Caatinga Grande, Zona Rural, Abaiara, 63.240-000, Brazil
(49.97%)
Lightsource Nala Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource Operations 1 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource Operations Services Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource Property 1 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource Property 2 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource Property Investment Holdings Ltd 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
(49.97%)
Lightsource Property Investment Management (LPIM) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
LLP (49.97%)f
Lightsource Property Investments 1 Ltd (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource Pumbaa Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource Radiate 1 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Lightsource Radiate 2 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Lightsource Raindrop Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource Renewable Energy (Australia) Pty Ltd Level 19 'CBW', 181 William Street, Melbourne VIC 3000, Australia
(49.97%)
Lightsource Renewable Energy (India) Limited 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
(49.97%)
Lightsource Renewable Energy (NI) Limited (49.97%) Regus Business Centre, Cromac Square, Belfast, Northern Ireland, BT2 8LA
Lightsource Renewable Energy Asset Management Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Holdings, LLC (49.97%)b
Lightsource Renewable Energy Asset Management, Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
LLC (49.97%)b
Lightsource Renewable Energy Assets Holdings, LLC Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
(49.97%)b
Lightsource Renewable Energy Australia Holdings 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Limited (49.97%)
Lightsource Renewable Energy Development, LLC Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808, United States
(49.97%)b
Lightsource Renewable Energy Garnacha, S.L. Calle Alcala numero 63, 28014, Madrid, Spain
(49.97%)
Lightsource Renewable Energy Holdings Limited 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
(49.97%)
Lightsource Renewable Energy Iberia Holdings 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Limited (49.97%)
Lightsource Renewable Energy India Assets Limited 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
(49.97%)
Lightsource Renewable Energy India Holdings Limited 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
(49.97%)
Lightsource Renewable Energy India Opco Private No.44/38, 1st Floor, Veerabhadran Street, Valluvarkottam, Nungambakkam, Chennai, 600034, India
Limited (49.97%)
Lightsource Renewable Energy India Projects Limited 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
(49.97%)
Lightsource Renewable Energy Ireland Limited Trinity House, Charleston Road, Ranelagh, Dublin 6, D06C8X4, Ireland
(49.97%)
Lightsource Renewable Energy Italy Development, Via Giacomo Leopardi 7, CAP 20123, Milan, Italy
S.r.l. (49.97%)
the SEC.
Lightsource Renewable Energy Italy Holdings Limited 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
(49.97%)
Lightsource Renewable Energy Italy Holdings S.r.l. Via Giacomo Leopardi 7, CAP 20123, Milan, Italy
(49.97%)
Lightsource Renewable Energy Italy SPV 1 s.r.l. Via Giacomo Leopardi 7, CAP 20123, Milan, Italy
(49.97%)
(49.97%)
(49.97%)
(49.97%)
(49.97%)
(49.97%)
(49.97%)
(49.97%)
(49.97%)
(49.97%)
Lightsource Renewable Energy Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Lightsource Renewable Energy Management LLC Cogency Global Inc., 850 New Burton Road, Suite 201, Dover, Delaware 19902, United States
(49.97%)b
Lightsource Renewable Energy Netherlands Prins Bernhardplein 200, 1097JB, Amsterdam, Netherlands
Development B.V. (49.97%)
Lightsource Renewable Energy Netherlands Holdings Prins Bernhardplein 200, 1097JB, Amsterdam, Netherlands
B.V. (49.97%)
Lightsource Renewable Energy Netherlands Holdings 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Limited (49.97%)
Lightsource Renewable Energy Operations LLC Cogency Global Inc., 850 New Burton Road, Suite 201, Dover, Delaware 19902, United States
(49.97%)b
Lightsource Renewable Energy Portugal Holdings 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Limited (49.97%)
Lightsource Renewable Energy Services Holdings, Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
LLC (49.97%)b
Lightsource Renewable Energy Services, Inc. Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
(49.97%)
Lightsource Renewable Energy Spain Development, Calle Alcala numero 63, 28014, Madrid, Spain
SL (49.97%)
Lightsource Renewable Energy Spain Holdings, SL Calle Alcala numero 63, 28014, Madrid, Spain
(49.97%)
Lightsource Renewable Energy Spain SPV 1, SL Calle Alcala numero 63, 28014, Madrid, Spain
(49.97%)
Lightsource Renewable Energy Trading, SL (49.97%) C/Pradillo 5, Bajo Exterior Derecha, 28002, Madrid, Spain
Lightsource Renewable Energy US, LLC (49.97%)b Cogency Global Inc., 850 New Burton Road, Suite 201, Dover, Delaware 19902, United States
Lightsource Renewable Global Development Limited 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
(49.97%)
Lightsource Renewable Services Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Lightsource Renewable UK Development Limited 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
(49.97%)
Lightsource Residential NI Limited (49.97%) Regus Business Centre, Cromac Square, Belfast, Northern Ireland, BT2 8LA
Lightsource Residential Rooftops (Buyback) Limited 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
(49.97%)
Lightsource Residential Rooftops (PPA) Limited 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
(49.97%)
Lightsource Residential Rooftops Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Lightsource Simba Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource Singapore Renewables Holdings Private 8 Marina Boulevard, #05-02 Marina Bay Financial Centre, Singapore
Limited (49.97%)
Lightsource Singapore Renewables Private Limited 8 Marina Boulevard, #05-02 Marina Bay Financial Centre, Singapore
(49.97%)
Lightsource Spain O&M, SL (49.97%) Calle Suero de Quinones, Numero 34-36, 28002, Madrid, Spain
Lightsource SPV 10 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource SPV 100 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
the SEC.
the SEC.
Lightsource SPV 266 (NI) Limited (49.97%) Regus Business Centre, Cromac Square, Belfast, Northern Ireland, BT2 8LA
the SEC.
Lightsource Timon Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lightsource Trading Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Lightsource Viking 1 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Lightsource Viking 2 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Limited Liability Company TYNGD (20.00%)b Pervomayskaya street, 32A, 678144, Lensk, Sakha (Yakutiya) Republic, Russian Federation
Limited Liability Company Yermak Neftegaz (49.00%)b Kosmodamianskaya nab, 52/3, 115035, Moscow, Russian Federation
LL Property Services 2 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
LL Property Services Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
LLC "Kharampurneftegaz" (49.00%)b 629830 Yamalo-Nenetskiy Anatomy Region, city of Gubkinskiy, Russian Federation
Lora Solar Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Lotos - Air BP Polska Spółka z ograniczoną Grunwaldzka 472B, 80-309, Gdansk, Poland
odpowiedzialnością (50.00%)
LOTTE BP Chemical Co., Ltd (50.94%) 2-2 Sangnam-ri, Chungryang-myun, Ulju-gun, Ulsan 689-863, Republic of Korea
LREHL Renewables India SPV 1 Private Limited 815-816 International Trade Tower, Nehru Place, New Delhi, New Delhi, 110019, India
(37.93%)
LS Australia FinCo 1 Pty Limited (49.97%) C/- Baker McKenzie, Level 19, 181 William Street, Melbourne VIC 3000, Australia
LS Australia HoldCo1 Pty Ltd (49.97%) Level 19 'CBW', 181 William Street, Melbourne VIC 3000, Australia
LSBP NE Development LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Maasvlakte Europoort Pipeline Maatschap (50.00%)f Rijndwarsweg 3, 3198 LK Europoort, Rotterdam, Netherlands
Maatschap Europoort Terminal (50.00%)f Moezelweg 101, 3198LS Europoort, Rotterdam, Netherlands
Mach Monument Aviation Fuelling Co. Ltd. (70.00%) Naz City, Building J, Suite 10 Erbil, Iraq
Malmo Fuelling Services AB (33.33%) Box 22, SE 230 32 Malmö-Sturup, Sweden
Manchester Airport Storage and Hydrant Company Bircham Dyson Bell, 50 Broadway, London, SW1H 0BL , United Kingdom
Limited (25.00%)
Manor Farm (Solar Power) Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Manpetrol S.A. (50.00%) Francisco Behr 20, Barrio Pueyrredon, Comodoro Rivadavia, Provincia del Chubut, Argentina
Maputo International Airport Fuelling Services (MIAFS) Praca Dos Trabalhadores, Nr 09, Distrito Urbano 1, Maputo, Mozambique
Limitada (50.00%)b
Masana Employee Share Trust No. 1 (37.88%)b 199 Oxford Road, Oxford Parks, Dunkeld, Johannesburg, Gauteng, 2196, South Africa
Mavrix, LLC (50.00%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
McFall Fuel Limited (49.00%) KPMG, 247 Cameron Road, Tauranga, 3110, New Zealand
Mediteranean Gas Co. "MEDGAS" (25.00%) 5 El Mokhayam El Daiem St, 6th Sector, Nasr City, Egypt
Mehoopany Wind Energy LLC (50.00%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Mehoopany Wind Holdings LLC (50.00%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Meri Power Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Middle East Lubricants Company LLC (29.33%) 6th Flr City Tower, 2 - Sheikh Zayed Road, PO Box 1699, Dubai, United Arab Emirates
Milne Point Pipeline, LLC (50.00%)b 900 E. Benson Boulevard, Anchorage, Alaska, 99508, United States
Mobene Beteiligungs GmbH & Co. KG (50.00%)f Spaldingstraße 64, 20097 Hamburg, Germany
Mobene Beteiligungs Verwaltungs GmbH (50.00%) Spaldingstraße 64, 20097 Hamburg, Germany
Mobene GmbH & Co. KG (50.00%)f Spaldingstraße 64, 20097 Hamburg, Germany
Mobene Verwaltungs-GmbH (50.00%) Spaldingstraße 64, 20097 Hamburg, Germany
MTS Francis Court Solar Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
MTS Trefinnick Solar Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
N.V. Rotterdam-Rijn-Pijpleiding Maatschappij (RRP) Butaanweg 215, NL-3196 KC Vondelingenplaat, Rotterdam, 3045, Havennummer , Netherlands
(44.40%)
Natural Gas Vehicles Company "NGVC" (40.00%) 85 El Nasr Road, Cairo, Cairo, Egypt
New Zealand Oil Services Limited (50.00%) Level 3, 139 The Terrace, Wellington, 6011, New Zealand
Nextpower Trevemper Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
NFX Combustíveis Marítimos Ltda. (50.00%) Avenida Atlântica, no. 1.130, 2nd floor (part), Copacabana, Rio de Janeiro, RJ, 22021-000, Brazil
Nima Power Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Nord-West Oelleitung GmbH (59.33%) Zum Ölhafen 207, 26384 Wilhelmshaven, Germany
Ocwen Energy Pty Ltd (49.50%) GTH Accounting Group Pty Ltd '2', 1A Kitchener Street, Toowoomba QLD 4350, Australia
Olympic Pipe Line Company LLC (70.00%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
the SEC.
Oslo Lufthaven Tankanlegg AS (33.33%) Postboks 134, Gardermoen, NO-2061, Norway
PAE E & P Bolivia Limited (50.00%) Trinity Place Annex, Corner of Frederick & Shirley Streets, P.O. Box N-4805, Nassau, Bahamas
PAE Oil & Gas Bolivia Ltda. (50.00%) Cuarto anillo, Avda. Ovidio Barbery N° 4200, Edificio Torre , e/ Jaime Román y Victor Pinto, Equipetrol
Norte, Santa Cruz de la Sierra, Bolivia
Palk Power Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Pan American Energy Chile Limitada (50.00%) Nueva de Lyon Nº 145, piso 12, oficina 1203, Edificio Costa, Santiago de Chile, Chile
Pan American Energy do Brasil Ltda. (50.00%)b Rua Manoel da Nóbrega n°1280, 10° andar, Sao Paulo, Sao Paulo, 04001-902, Brazil
Pan American Energy Group, S.L. (50.00%)α Arbea Campus Empresarial, Edifico 1. Ctra de Fuencarral a Alcobendas, M603, KM 3,8 28108
Pan American Energy Holdings S.A. (50.00%) Colonia 810, Oficina 403, Montevideo, Uruguay
Pan American Energy Iberica S.L. (50.00%) Campus Empresarial Arbea - Edificio Nº 1, Carretera Fuencarral a Alcobendas (M-603), Km 3,8.,
Alcobendas, Madrid, Spain
Pan American Energy Investments Ltd. (50.00%) Trinity Place Annex, Corner of Frederick & Shirley Streets, P.O. Box N-4805, Nassau, Bahamas
Pan American Energy Uruguay S.A. (50.00%) Colonia 810, Oficina 403, Montevideo, Uruguay
Pan American Energy US LLC (51.00%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
Pan American Energy, S.L. (50.00%)b Arbea Campus Empresarial, Edifico 1. Ctra de Fuencarral a Alcobendas, M603, KM 3,8 28108
Pan American Fueguina S.A. (50.00%) O´Higgins N° 194, Rio Grande, Argentina
Pan American Sur S.A. (50.00%) O´Higgins N° 194, Rio Grande, Argentina
Parque Eolico Del Sur S.A. (27.50%) 0
Peninsular Aviation Services Company Limited P O Box 6369, Jeddah21442, Saudi Arabia
(25.00%)i
Pentland Aviation Fuelling Services Limited (50.00%)c 6th Floor (c/o Q8 Aviation), Dukes Court, Duke Street, Woking, GU21 5BH, Surrey
Petrostock SA (50.00%) route de Pré-Bois 2, 1214, Vernier, Switzerland
Pharaonic Petroleum Company "PhPC" (25.00%) 70/72 Road 200, Maadi, Cairo, Egypt
Pont Andrew Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Porteiras Geração de Energia Ltda (49.97%) Estrada BR 135, número S/N, KM 250, bairro / distrito Angico de Minas, município Japonvar - MG, CEP
39335-000
Prince William Sound Oil Spill Response Corporation 9360 Glacier Highway, Suite 202, Juneau AK 99801, United States
(25.00%)
Proteus Oil Pipeline Company, LLC (45.72%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
PT Petro Storindo Energi (30.00%) Bakrie Tower 17th Floor, Rasuna Epicentrum Complex Jl. H.R Rasuna Said, Jakarta, 12940, Indonesia
PT. Dirgantara Petroindo Raya (49.90%) Wisma AKR, 25th floor, Jalan Panjang No.5, Kebon Jeruk, , Jakarta Barat, 11530, Indonesia
PTE Pipeline LLC (32.00%)b 2711 Centerville Road, Suite 400, Wilmington DE 19808, United States
R&B Technology Holding CO., LTD (59.02%)a PO Box 472, 2nd Floor, Harbour Place, 103 South Church Street, George Town, Grand Cayman,
KY1-1106, Cayman Islands
Rahamat Petroleum Company (PETRORAHAMAT) 70/72 Road 200, Maadi, Cairo, Egypt
(50.00%)
RAPI SA (62.51%) 26 Kifissias Ave. and 2 Paradissou st., 15125 Maroussi, Athens, Greece
Raststaette Glarnerland AG, Niederurnen (20.00%) Nideracher 1, 8867, Niederurnen, Switzerland
RD Petroleum Limited (49.00%) 399 Moray Place, Dunedin, 9016, New Zealand
Resolution Partners LLP (68.00%)f 1675 Broadway, Denver CO 80202, United States
Rhein-Main-Rohrleitungstransportgesellschaft mbH Godorfer Hauptstraße 186, 50997 Köln, Germany
(35.00%)
RMF Holdings Limited (49.00%) KPMG, 247 Cameron Road, Tauranga, 3110, New Zealand
Romanian Fuelling Services S.R.L. (50.00%) 59 Aurel Vlaicu Street, Otopeni, Ilfov County, Romania
Rosneft Oil Company (19.75%) 26/1 Sofiyskaya Embankment, 115035, Moscow, Russian Federation, Russian Federation
Routex B.V. (25.00%) Strawinskylaan 1725, 1077XX Amsterdam, Netherlands
S&JD Robertson North Air Limited (49.00%) 1 Wellheads Avenue, Dyce, Aberdeen, AB21 7PB, United Kingdom
SABA- Sociedade Abastecedora de Aeronaves, Lda Grupo Operacional de Combustiveis do Aeroporto de Lisboa, Edificio 19, 1.º Sala Saba, Lisboa, Portugal
(25.00%)
SAFCO SA (33.33%) International airport "El. Venizelos", Athens, Greece
Salzburg Fuelling GmbH (33.00%)b Innsbrucker Bundesstraße 95, 5020 Salzburg, Austria
SAMCOL - Sociedade de Armazenamento e Parcela 729, via onze mil cento e trinta, numero cento e qua, Matola Lingamo, Mozambique
Manuseamento de Combustiveis Liquidos, Limitada
(50.00%)b
Saraco SA (20.00%) route de Pré-Bois 17, 1216, Cointrin, Switzerland
SeaPort Midstream Partners, LLC (49.00%)b Cogency Global Inc., 850 New Burton Road, Suite 201, Dover, Delaware, 19904, United States
Sel PV 09 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Servicios Logísticos de Combustibles de Aviación, S.L Paseo de la Castellana 278, Madrid, Spain, Spain
(50.00%)
Shakti Power Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Shandong Dongming Yinglun Petroleum Co., Ltd. Room B-703, B-704, B-705, B-706, B-707, Floor 7, Block B, No.8, Luoyuan Avenue, Lixia District, Jinan
(49.00%)b City, China
Sharjah Aviation Services Co. LLC (49.00%)α P O Box- 97, Sharjah, United Arab Emirates
Sharjah Pipeline Company LLC (49.00%) Sharjah 42244, Sharjah, UAE, Sharjah, United Arab Emirates
Shell and BP South African Petroleum Refineries (Pty) 1 Refinery Road, Prospecton, 4110, South Africa
Ltd (37.50%)h
Shell Mex and B.P. Limited (40.00%)α Shell Centre, London, SE1 7NA, United Kingdom
the SEC.
Shenzhen Cheng Yuan Aviation Oil Company Limited Fu Yong Town, Bao An county, ShenZhen Airport, Guangdong Province, China
(25.00%)b
Shenzhen Dapeng LNG Marketing Company Limited Guangdong Dapeng Liquefied Natural Gas Filling Station, Cheng Tou Corner, Xia Sha Village, Dapeng
(30.00%)b Street, Dapeng New District, Shenzhen, China
Sherbino I Wind Farm LLC (50.00%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
SKA Energy Holdings Limited (50.00%) LOB 16, Suite #309, Jebel Ali Free Zone, Dubai, PO BOX 262794, United Arab Emirates
SM Realisations Limited (In Liquidation) (40.00%) Shell Centre, London, SE1 7NA, England
Société d'Avitaillement et de Stockage de Carburants 1 Place Gustave Eiffel, 94150, RUNGIS, France
Aviation "SASCA" (40.00%)b
Société de Gestion de Produits Pétroliers - SOGEPP 27 Route du Bassin Numéro 6, 92230, GENNEVILLIERS, France
(37.00%)
Solar Photovoltaic (SPV2) Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Solar Photovoltaic (SPV3) Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Solar Strategic Energy LLC (49.97%)b 400 Montgomery Street, Floor 8, San Francisco, CA 94104
South Caucasus Pipeline Company Limited (28.83%)α Maples & Calder, P.O. Box 309, Ugland House, 113 South Church Street, George Town, Grand Cayman,
Cayman Islands
South Caucasus Pipeline Holding Company Limited Maples & Calder, P.O. Box 309, Ugland House, 113 South Church Street, George Town, Grand Cayman,
(28.83%) Cayman Islands
South Caucasus Pipeline Option Gas Company Maples & Calder, P.O. Box 309, Ugland House, 113 South Church Street, George Town, Grand Cayman,
Limited (28.83%) Cayman Islands
South China Bluesky Aviation Oil Company Limited 2-5F, No. 571, Yuncheng Dong Road, Baiyun District, Guangzhou City, Guangdong Province, China
(24.50%)b
Stansted Intoplane Company Limited (20.00%) Causeway House, 1 Dane Street, Bishop's Stortford, Hertfordshire, CM23 3BT, United Kingdom
STDG Strassentransport Dispositions Gesellschaft Holstenhofweg 47, 22043 Hamburg, Germany
mbH (50.00%)
Stockholm Fuelling Services Aktiebolag (25.00%) Box 7, 190 45 Arlanda, Sweden
Stonewall Resources Ltd. (50.00%) Palm Grove House, P.O. Box 438, Road Town, Tortola, Virgin Islands, British
Sula Power Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Sun and Soil Renewable 12 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Tankanlage AG Mellingen (33.33%) Birmenstorferstrasse 2, 5507, Mellingen, Switzerland
TAR - Tankanlage Ruemlang AG (27.32%) Zwüscheteich, 8153, Rümlang, Switzerland
TAU Tanklager Auhafen AG (50.00%) Auhafenstrasse 10a, 4132, Muttenz, Switzerland
TCE Participações S.A. (50.00%) Avenida Paulista, 287, 1st floor, room 10, São Paulo, São Paulo, 01311000, Brazil
Team Terminal B.V. (22.80%) Rijndwarsweg 3, 3198 LK Europoort, Rotterdam, Netherlands
Tecklenburg GmbH (50.00%) Wesermünder Straße 1, 27729 Hambergen, Germany
Tecklenburg GmbH & Co. Energiebedarf KG (50.00%)f Wesermünder Straße 1, 27729 Hambergen, Germany
Terminal CP S.A.U. (50.00%) Av. Leandro N. Alem 1180, piso 11°, Buenos Aires, Argentina
Terminales Canarios, S.L. (50.00%) Carretera de San Andréss/n, La Jurada-María Jiménez, Santa Cruz de Tenerife, Spain
TFSS Turbo Fuel Services Sachsen GbR (20.00%)f Sportallee 6, 22335 Hamburg, Germany
TGC Solar 106 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
TGC Solar 91 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
TGFH Tanklager-Gesellschaft Frankfurt-Hahn GbR Sportallee 6, 22335 Hamburg, Germany
(50.00%)f
TGH Tankdienst-Gesellschaft Hamburg GbR (33.33%)f Sportallee 6, 22335 Hamburg, Germany
TGHL Tanklager-Gesellschaft Hannover-Langenhagen Sportallee 6, 22335 Hamburg, Germany
GbR (50.00%)f
TGK Tanklagergesellschaft Koln-Bonn (25.00%)f Sportallee 6, 22335 Hamburg, Germany
Thames Electricity Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
The Baku-Tbilisi-Ceyhan Pipeline Company (30.10%)δ Maples & Calder, P.O. Box 309, Ugland House, 113 South Church Street, George Town, Grand Cayman,
Cayman Islands
The Consolidated Petroleum Company Limited Shell Centre, London, SE1 7NA, United Kingdom
(50.00%)α
The Consolidated Petroleum Supply Company Limited Shell Centre, London, SE1 7NA, United Kingdom
(50.00%)ζ
The Great Ropemaker Partnership (50.00%)f 33 Cavendish Square, London, W1G 0PW, United Kingdom
Thornton Transportation LLC (37.04%)b Corporation Service Company, 421 West Main Street, Frankfort KY 40601, United States
Thorntons LLC (37.04%)b CSC, 251 Little Falls Drive, Wilmington, County of New Castle DE 19808, United States
TLK Holding Company LLC (37.04%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
TLK Intermediate Holding Company LLC (37.04%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
TLK Operating Company LLC (37.04%)b Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, United States
TLM Tanklager Management GmbH (49.00%)b Am Tankhafen 4, 4020 Linz, Austria
TLS Tanklager Stuttgart GmbH (45.00%) Zum Ölhafen 49, 70327 Stuttgart, Germany
Tonatiuh Trading 1 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
TRaBP GbR (75.00%)f Huestraße 25, 44787, Bochum, Germany
Trafineo GmbH & Co. KG (75.00%)f Wittener Straße 56, Bochum, Germany
Trafineo Service GmbH (75.00%) Wittener Straße 45, 44789 Bochum, Germany
Trafineo Verwaltungs-GmbH (75.00%) Wittener Straße 56, Bochum, Germany
TransTank GmbH (50.00%) Am Stadthafen 60, 45881 Gelsenkirchen, Germany
Tricoya Ventures UK Limited (36.73%) Brettenham House, 19 Lancaster Place, London, WC2E 7EN, United Kingdom
Tuwale Power Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
the SEC.
TWQE2 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HU, United Kingdom
Ubiworx Systems Designated Activity Company Trinity House, Charleston Road, Ranelagh, Dublin 6, D06C8X4, Ireland
(47.47%)
United Gas Derivatives Company "UGDC" (33.33%) Building No. 349 & 351, Third Sector of City Centre, Fifth Settlement, Cairo, Egypt
United Kingdom Oil Pipelines Limited (22.15%) 5-7 Alexandra Road, Hemel Hempstead, Hertfordshire, HP2 5BS, United Kingdom
Vale do Cochá Geração de Energia Ltda (49.97%) Estrada BR 030, número S/N, CXPST 08, bairro / distrito Zona Rural, município Montalvania - MG, CEP
39495-000
Vendimia Grid, AIE (49.97%) Calle Alcala numero 63, 28014, Madrid, Spain
Verde Grande Geração de Energia Ltda (49.97%) Fazenda Contendas, localizada na Rodovia Joaquim de Freitas, sentido Mato Verde a Catuti, Km 2 à
direita, Zona Rural, município de Mato Verde-MG, CEP 39527-000
VIC CBM Limited (50.00%) Eni House, 10 Ebury Bridge Road, London, SW1W 8PZ, United Kingdom
Vientos Ombu III S.A. (25.00%) Av. Leandro N. Alem 1180, piso 11°, Buenos Aires, Argentina
Vientos Patagonicos Chubut Norte III S.A. (24.50%) Lavalle 190, piso 6 Depto L, Buenos Aires
Vientos Sudamericanos Chubut Norte IV S.A. Lavalle 190, piso 6 Depto L, Buenos Aires
(24.50%)
Virginia Indonesia Co. CBM Limited (50.00%) Eni House, 10 Ebury Bridge Road, London, SW1W 8PZ, United Kingdom
Walton-Gatwick Pipeline Company Limited (42.33%) 5-7 Alexandra Road, Hemel Hempstead, Herts., HP2 5BS, United Kingdom
Wellington LandCo Pty Ltd (49.97%) Level 19 'CBW', 181 William Street, Melbourne VIC 3000, Australia
West London Pipeline and Storage Limited (30.50%) 5-7 Alexandra Road, Hemel Hempstead, Herts., HP2 5BS, United Kingdom
Whitetail Solar 1, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Whitetail Solar Land Holdings, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Wick Farm Grid Limited (24.99%) Woodwater House, Pynes Hill, Exeter, EX2 5WR, United Kingdom
Wildflower Solar I, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Wildflower Solar Land Holdings, LLC (49.97%)b Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808
Wiri Oil Services Limited (27.78%) Ross Pauling & Partners Limited, 106b Bush Road, Albany, Auckland, 0632, New Zealand
Yangtze River Acetyls Co., Ltd (51.00%)b 97 Weijiang Road (in the Petrochemical Park), Changshou District, Chongqing, China
Your Power No. 1 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Your Power No12 Limited (49.97%) 7th Floor, 33 Holborn, London, EC1N 2HT, United Kingdom
Zonneweide Westdorperveen B.V. (49.97%) Prins Bernhardplein 200, 1097JB, Amsterdam, Netherlands
Zubie, Inc. (20.30%) 160 Greentree Drive, Suite 101, Dover, County of Kent DE 19904, United States
a
Preference shares
b
Member interest
c
A and B shares
d
Common stock and preference shares
e
Ordinary shares and preference shares
f
Partnership interest
g
A, B and D shares
h
A shares
i
Interest held directly by BP p.l.c.
j
99% held directly by BP p.l.c.
k
1% held directly by BP p.l.c.
l
Ordinary, A and B shares
m
Common stock and redeemable preference shares
n
Ordinary A, B and C shares
o
0.008% held directly by BP p.l.c.
p
80.01% ordinary shares and 99.07% preference shares
q
Members interest, (49.99%) subordinated units and (4.37%) common units traded on the New York stock exchange
r
93.64% ordinary shares and 81.18% preference shares
s
Subsidiary in which the group does not hold a majority of the voting rights but exercises control over it
t
Ordinary shares and redeemable preference shares
u
Ordinary and A shares
v
Ordinary and deferred shares
w
Subsidiary undertaking pursuant to sections 1162(2), 1162(3)(b) and Paragraph 6 of Schedule 7 of the Companies Act 2006
x
100% ordinary shares and 58.65% preference shares
y
92.31% B shares and 78.43% D shares
z
15% held directly by BP p.l.c
α
B shares
β
Unlimited redeemable shares
γ
96.52% C shares
δ
1.89% A shares and 40.80% B shares
ε
43.2% A shares, 43.2% C shares, 43.2% D shares, 43.2% E shares, 43.2% F shares and 43.2% G shares
ζ
5% held directly by BP p.l.c
the SEC.
Additional 298 Selected financial information
301 Liquidity and capital resources
disclosures
303 Upstream analysis by region
307 Downstream plant capacity
308 Oil and gas disclosures for the group
314 Environmental expenditure
314 Regulation of the group’s business
319 Legal proceedings
320 International trade sanctions
321 Material contracts
321 Property, plant and equipment
321 Related-party transactions
321 Corporate governance practices
321 Code of ethics
322 Controls and procedures
322 Principal accountant’s fees and services
323 Directors’ report information
323 Disclosures required under Listing Rule 9.8.4R
324 Cautionary statement

Selected financial information
This information has been extracted or derived from the audited consolidated financial statements of the BP group. Note 1 to the financial
statements includes details on the basis of preparation of these financial statements. The selected information should be read in conjunction
with the audited financial statements and related notes. The audited consolidated financial statements and related notes as of 31 December
2019 and 2018 and for the three years ended 31 December 2019 are presented on page 132.
$ million except per share amounts
2019 2018 2017 2016 2015
Income statement data
Sales and other operating revenues 278,397 298,756 240,208 183,008 222,894
Profit (loss) before interest and taxation 11,706 19,378 9,474 (430) (7,918)
Finance costs and net finance expense relating to pensions and other
post-retirement benefits (3,552) (2,655) (2,294) (1,865) (1,653)
Taxation (3,964) (7,145) (3,712) 2,467 3,171
Non-controlling interests (164) (195) (79) (57) (82)
Profit (loss) for the yeara 4,026 9,383 3,389 115 (6,482)
Inventory holding (gains) losses«, before tax (667) 801 (853) (1,597) 1,889
Taxation charge (credit) on inventory holding gains and losses 156 (198) 225 483 (569)
RC profit (loss)«for the year 3,515 9,986 2,761 (999) (5,162)
Net (favourable) adverse impact of non-operating items« and fair
value accounting effects«, before taxb 8,263 3,380 3,730 6,746 15,067
Taxation charge (credit) on non-operating items and fair value
accounting effects (1,788) (643) (325) (3,162) (4,000)
Underlying RC profit«for the year 9,990 12,723 6,166 2,585 5,905
Earnings per sharec – cents
Profit (loss) for the yeara per ordinary share
Basic 19.84 46.98 17.20 0.61 (35.39)
Diluted 19.73 46.67 17.10 0.60 (35.39)
RC profit (loss) for the year per ordinary share« 17.32 50.00 14.02 (5.33) (28.18)
Underlying RC profit for the year per ordinary share« 49.24 63.70 31.31 13.79 32.22
Dividends paid per share – cents 41.00 40.50 40.00 40.00 40.00
– pence 31.977 30.568 30.979 29.418 26.383
Capital expenditure«d
Organic capital expenditure« 15,238 15,140 16,501 16,675 N/A
Inorganic capital expenditure« 4,183 9,948 1,339 777 N/A
19,421 25,088 17,840 17,452 20,202
Balance sheet data (at 31 December)
Total assets 295,194 282,176 276,515 263,316 261,832
Net assets 100,708 101,548 100,404 96,843 98,387
Share capital 5,404 5,402 5,343 5,284 5,049
BP shareholders’ equity 98,412 99,444 98,491 95,286 97,216
Finance debt due after more than one year 57,237 55,803 54,873 51,073 45,567
Gearing« 31.1% 30.0% 27.0% 26.5% 21.2%
Ordinary share datae Share million
Basic weighted average number of shares 20,285 19,970 19,693 18,745 18,324
Diluted weighted average number of shares 20,400 20,102 19,816 18,855 18,324
a
Profit attributable to BP shareholders.
b
See pages 300 and 344 for further analysis of these items.
c
A reconciliation to GAAP information is provided on page 344.
d
From 2017 onwards BP reports organic, inorganic and total capital expenditure on a cash basis which were previously reported on an accruals basis. This aligns with BP's financial framework
and is consistent with other financial metrics used when comparing sources and uses of cash. An analysis of capital expenditure on a cash basis for 2015 is not available.
e
The number of ordinary shares shown has been used to calculate the per share amounts.
298 «See Glossary BP Annual Report and Form 20-F 2019

Additional information
Capital expenditure
$ million
2019 2018 2017
Capital expenditure
Organic capital expenditure 15,238 15,140 16,501
Inorganic capital expenditurea 4,183 9,948 1,339
19,421 25,088 17,840
$ million
2019 2018 2017
Organic capital expenditure by segment
Upstream
US 4,019 3,482 2,999
Non-US 7,885 8,545 10,764
11,904 12,027 13,763
Downstream
US 913 877 809
Non-US 2,084 1,904 1,590
2,997 2,781 2,399
US 47 54 64
Non-US 290 278 275
337 332 339
15,238 15,140 16,501
Organic capital expenditure by geographical area
US 4,979 4,413 3,872
Non-US 10,259 10,727 12,629
15,238 15,140 16,501
a
On 31 October 2018, BP acquired from BHP Billiton Petroleum (North America) Inc. 100% of the issued share capital of Petrohawk Energy Corporation, a wholly owned subsidiary of BHP
that holds a portfolio of unconventional onshore US oil and gas assets. The entire consideration payable of $10,268 million, after customary closing adjustments, was paid in instalments
between July 2018 and April 2019. The amounts presented as inorganic capital expenditure include $3,480 million for 2019 and $6,788 million for 2018 relating to this transaction. 2018
includes $1,739 million relating to the purchase of an additional 16.5% interest in the Clair field west of Shetland in the North Sea, as part of the agreements with Conoco-Phillips in which
Conoco-Philips simultaneously purchased BP's entire 39.2% interest in the Greater Kuparuk Area on the North Slope of Alaska. 2019 and 2018 also include amounts relating to the 25-year
extension to our ACG production-sharing agreement* in Azerbaijan. 2017 includes amounts paid to acquire interests in Mauritania and Senegal and in the Zohr gas field in Egypt.
.
BP Annual Report and Form 20-F 2019 «See Glossary 299

Non-operating items
Non-operating items are charges and credits included in the financial statements that BP discloses separately because it considers such
disclosures to be meaningful and relevant to investors. They are items that management considers not to be part of underlying business
operations and are disclosed in order to enable investors to understand better and evaluate the group’s reported financial performance. An
analysis of non-operating items is shown in the table below.
$ million
2019 2018 2017
Upstream
Impairment and gain (loss) on sale of businesses and fixed assetsa b (6,893) (90) (563)
Environmental and other provisions (32) (35) 1
Restructuring, integration and rationalization costsc (89) (131) (24)
Fair value gain (loss) on embedded derivatives — 17 33
Otherd 67 56 (118)
(6,947) (183) (671)
Downstream
Impairment and gain (loss) on sale of businesses and fixed assetsa e (72) (54) 579
Environmental and other provisions (78) (83) (19)
Restructuring, integration and rationalization costsc 85 (405) (171)
Fair value gain (loss) on embedded derivatives — — —
Other (12) (174) —
(77) (716) 389
Rosneft
Impairment and gain (loss) on sale of businesses and fixed assets (103) (95) —
Environmental and other provisions — — —
Restructuring, integration and rationalization costs — — —
Other — — —
(103) (95) —
Impairment and gain (loss) on sale of businesses and fixed assetsa f (917) (260) (22)
Environmental and other provisionsg (231) (640) (156)
Restructuring, integration and rationalization costsc 6 (190) (72)
Gulf of Mexico oil spill response (319) (714) (2,687)
Other (30) (159) 90
(1,491) (1,963) (2,847)
Total before interest and taxation (8,618) (2,957) (3,129)
Finance costsh (511) (479) (493)
Total before taxation (9,129) (3,436) (3,622)
Taxation credit (charge) on non-operating itemsi 1,943 510 1,172
Taxation - impact of US tax reformj — 121 (859)
Total after taxation (7,186) (2,805) (3,309)
a
See Financial statements – Note 4 for further information.
b
2019 includes impairments charges principally resulting from the announcements to dispose of certain assets in the US and Egypt. 2018 includes an impairment reversal for assets in the
North Sea and Angola. 2017 includes an impairment charge relating to BPX Energy (previously known as the US Lower 48 business), partially offset by gains associated with asset
divestments. In addition, 2017 includes an impairment charge arising following the announcement of the agreement to sell the Forties Pipeline System business to INEOS.
c
Restructuring charges are classified as non-operating items where they relate to an announced major group restructuring. A major group restructuring is a restructuring programme affecting
more than one of the group’s operating segments that is expected to result in charges of more than $1 billion over a defined period. Following the Gulf of Mexico oil spill in 2010 and since
the fall in oil prices in late 2014, major group restructuring programmes were initiated.The group's restructuring programme, originally announced in 2014, was completed in 2018.
d
2018 and 2017 include exploration write-offs of $124 million and $145 million respectively in relation to the value ascribed to certain licences in the deepwater Gulf of Mexico as part of the
accounting for the acquisition of upstream assets from Devon Energy in 2011. 2017 also includes BP’s share of an impairment reversal recognized by the Angola LNG equity-accounted entity,
partially offset by other items.
e
2017 primarily reflects the disposal of our shareholding in the SECCO joint venture.
f
2019 includes $877 million relating to the reclassification of accumulated foreign exchange losses from reserves to the income statement upon the contribution of our Brazilian biofuels
bussiness to BP Bunge Bioenergia.
g
2019 and 2018 primarily reflects charges due to the annual update of environmental provisions, including asbestos-related provisions for past operations, together with updates of non-Gulf
of Mexico oil spill related legal provisions.
h
Relates to the unwinding of discounting effects relating to Gulf of Mexico oil spill payables.
i
2017 includes the tax effect of the increase in the provision in the fourth quarter for business economic loss and other claims associated with the Deepwater Horizon Court Supervised
Settlement Program (DHCSSP) at the new US tax rate.
j
In 2017 the US tax reform reduced the US federal corporate income tax rate from 35% to 21%, effective from 1 January 2018. The impact disclosed has been calculated as the change in
deferred tax balances at 31 December 2017, excluding the increase in the provision in the fourth quarter for business economic loss and other claims associated with the DHCSSP, which
arises following the reduction in the tax rate. 2018 reflects a further impact following a clarification of the tax reform. The impact of the US tax reform has been treated as a non-operating
item because it is not considered to be part of underlying business operations, has a material impact upon the reported result and is substantially impacted by Gulf of Mexico oil spill
charges, which are also treated as non-operating items. Separate disclosure is considered meaningful and relevant to investors.

Liquidity and capital resources Financing the group’s activities
The group’s principal commodities, oil and gas, are priced
Financial framework internationally in US dollars. Group policy has generally been to
BP’s financial framework sets a number of parameters in support of minimize economic exposure to currency movements by financing
growing shareholder value, distributions and returns, while operations with US dollar debt. Where debt is issued in other
maintaining a strong balance sheet. BP’s objective over time is to currencies, including euros, it is generally swapped back to US dollars
grow sustainable free cash flow« through a combination of operating using derivative contracts, or else hedged by maintaining offsetting
cash flow« growth and capital discipline, in service of growing cash positions in the same currency. Cash balances of the group are
shareholder distributions over the long term. mainly held in US dollars or swapped to US dollars and holdings are
well diversified to reduce concentration risk. The group is not,
We maintain our progressive dividend policy that reflects ongoing therefore, exposed to significant currency risk regarding its cash or
consideration of factors including changes in the environment, the borrowings. Also see Risk factors on page 70 for further information
underlying performance of the business, the outlook for the group on risks associated with prices and markets and Financial
financial framework, and other market factors which may vary quarter statements – Note 29.
to quarter.
The group’s finance debt at 31 December 2019 amounted to $67.7
In a constant price environment, surplus organic free cash flow« is billion (2018 $65.1 billionb). Of the total finance debt, $10.5 billion is
expected to grow and be used to ensure the right balance between classified as short term at the end of 2019 (2018 $9.3 billion). See
deleveraging the balance sheet, growing distributions and disciplined Financial statements – Note 26 for more information on the short-
investment, depending on the context and outlook at the time. In a term balance. Net debt« was $45.4 billion at the end of 2019, an
period of low prices, the group has the flexibility to reduce cash costs increase of $1.9 billion from the 2018 year-end position of $43.5
and to reduce or defer capital investment, as appropriate. billionb.
Gulf of Mexico oil spill payments were $2.4 billion on a post-tax basis The ratio of finance debt to finance debt plus total equity at
in 2019 and are expected to step down to around $1 billion per annum 31 December 2019 was 40.2% (2018 39.1%b). The ratio of net debt to
thereafter. In 2020, we expect to meet our target of $10 billion net debt plus total equity« was 31.1% at the end of 2019 (2018
divestment and other proceeds and plan a further $5 billion of agreed 30.0%b). See Financial statements – Note 27 for finance debt, which
disposals by mid-2021. In 2020, divestment proceeds« will be is the nearest equivalent measure on an IFRS basis, and for further
primarily focussed on reducing gearing«. information on net debt.
We continue to target a gearing band of 20-30%. In 2019, gearing Cash and cash equivalents of $22.5 billion at 31 December 2019 (2018
moved to 31.1%, above the top end of the band, reflecting the impact $22.5 billion) are included in net debt. We manage our cash position
of completing the acquisition of BHP’s onshore US assets using so that the group has adequate cover to respond to potential short-
available cash. Gearing may increase in the short-term with the term market illiquidity, short term price environment volatility and
impact of lower prices, but is expected to reduce again in line with expect to maintain a robust cash position.
the receipt of divestment proceeds.
The group also has an undrawn committed $10 billion credit facility
In 2019, the return on average capital employed« was 8.9%a at an and undrawn committed bank facilities of $7.6 billion (see Financial
average of $64 per barrel. At $55 per barrel 2017 real, return on statements – Note 29 for more information).
average capital employed is targeted to improve to over 10% by 2021,
as we continue to grow our underlying business. We believe that the group has sufficient working capital for
a
foreseeable requirements, taking into account the amounts of
Nearest equivalent GAAP measures: Numerator – Profit attributable to BP shareholders
$4.0 billion; Denominator – Average capital employed $167.6 billion. undrawn borrowing facilities and levels of cash and cash equivalents,
and its ongoing ability to generate cash.
Dividends and other distributions to shareholders BP utilizes various arrangements in order to manage its working
The dividend is determined in US dollars, the economic currency of capital including discounting of receivables and, in the supply and
BP, and the dividend level is reviewed by the board each quarter. The trading business, the active management of supplier payment terms,
quarterly dividend was increased to 10.50 cents per share for the inventory and collateral.
fourth quarter of 2019, having been increased to 10.25 cents from
Standard & Poor’s Ratings’ long-term credit rating for BP is A-
10.00 cents per share in the third quarter of 2018.
(positive outlook) and the Moody’s Investors Service rating is A1
The total dividend distributed to BP shareholders in 2019 was (stable outlook).
$8.3 billion (2018 $8.1 billion). Prior to its suspension in the fourth
The group’s sources of funding, its access to capital markets and
quarter of 2019, shareholders had the option to receive a scrip
maintaining a strong cash position are described in Financial
dividend in place of receiving cash and in 2019 the total dividend paid
statements – Note 25 and Note 29. Further information on the
in cash was $6.9 billion (2018 $6.7 billion). The impact of the scrip
management of liquidity risk and credit risk, and the maturity profile
dilution since the third quarter of 2017 was fully offset in January
and fixed/floating rate characteristics of the group’s debt are also
2020.
provided in Financial statements – Note 26 and Note 29.
Details of share repurchases to satisfy the requirements of certain b
As a result of the adoption of IFRS 16 ‘Leases’, leases that were previously classified as
employee share-based payment plans are set out on page 334. The finance leases under IAS 17 are now presented as ‘Lease liabilities’ on the group balance
share buyback programme, to offset the dilutive impact of the scrip sheet and therefore do not form part of finance debt. Comparative information for finance
debt (previously termed ‘gross debt’), net debt and gearing (previously termed 'net debt
dividend, purchased 235 million ordinary shares in 2019 at a cost of ratio') have been amended to be on a consistent basis with amounts presented for 2019.
$1.5 billion (2018 $355 million), including fees and stamp duty.
The information above contains forward-looking statements, which by their nature involve risk and uncertainty because they relate to events
and depend on circumstances that will or may occur in the future and are outside the control of BP. You are urged to read the Cautionary
statement on page 324 and Risk factors on page 70, which describe the risks and uncertainties that may cause actual results and
developments to differ materially from those expressed or implied by these forward-looking statements.

Off-balance sheet arrangements
At 31 December 2019, the group’s share of third-party finance debt of equity-accounted entities was $17.3 billion (2018 $16.1 billion). These
amounts are not reflected in the group’s debt on the balance sheet. The group has issued third-party guarantees under which amounts
outstanding, incremental to amounts recognized on the balance sheet, at 31 December 2019 were $692 million (2018 $696 million) in respect
of liabilities of joint ventures«and associates«and $523 million (2018 $432 million) in respect of liabilities of other third parties. Of these
amounts, $681 million (2018 $684 million) of the joint ventures and associates guarantees relate to borrowings and for other third-party
guarantees, $494 million (2018 $423 million) relate to guarantees of borrowings.
Contractual obligations
The following table summarizes the group’s capital expenditure commitments for property, plant and equipment at 31 December 2019 and the
proportion of that expenditure for which contracts have been placed.
$ million
Payments due by period
2025 and
Capital expenditure Total 2020 2021 2022 2023 2024 thereafter
Committed 24,853 12,745 7,070 2,599 1,398 396 645

of which is contracted 11,382 7,497 3,388 347 52 27 71
Capital expenditure is considered to be committed when the project has received the appropriate level of internal management approval. For
joint operations«, the net BP share is included in the amounts above.
In addition, at 31 December 2019, the group had committed to capital expenditure relating to investments in equity-accounted entities
amounting to $1,156 million. Contracts were in place for $864 million of this total.
The following table summarizes the group’s principal contractual obligations at 31 December 2019, distinguishing between those for which a
liability is recognized on the balance sheet and those for which no liability is recognized. Further information on borrowings is given in Financial
statements – Note 26 and more information on leases is given in Financial statements – Note 28.
$ million
Payments due by period
2025 and
Expected payments by period under contractual obligations Total 2020 2021 2022 2023 2024 thereafter
Balance sheet obligations

Borrowingsa 75,567 14,166 8,119 9,156 8,030 8,363 27,733
Lease liabilitiesb 11,299 2,514 1,839 1,364 1,105 876 3,601
Decommissioning liabilitiesc 25,964 395 218 80 196 146 24,929
Environmental liabilitiesc 1,867 278 276 224 206 170 713
Gulf of Mexico oil spill liabilitiesd 16,129 1,628 1,355 1,267 1,219 1,141 9,519
Pensions and other post-retirement benefitse 18,016 1,127 1,155 1,076 1,072 1,048 12,538
148,842 20,108 12,962 13,167 11,828 11,744 79,033
Off-balance sheet obligations
Unconditional purchase obligationsf
Crude oil and oil products 64,486 48,954 6,720 3,919 2,016 1,288 1,589
Natural gas and LNG 39,097 12,182 4,478 3,247 2,692 2,183 14,315
Chemicals and other refinery feedstocks 5,009 2,918 927 922 118 53 71
Power 5,001 2,673 1,164 394 204 121 445
Utilities 964 144 123 103 67 64 463
Transportation 20,526 1,650 1,637 1,428 1,361 1,332 13,118
Use of facilities and services 20,855 2,565 2,132 1,767 1,460 1,252 11,679
155,938 71,086 17,181 11,780 7,918 6,293 41,680
Total 304,780 91,194 30,143 24,947 19,746 18,037 120,713
a
Expected payments include interest totalling $7,843 million ($1,730 million in 2020, $1,393 million in 2021, $1,207 million in 2022, $1,008 million in 2023, $809 million in 2024 and $1,696
million thereafter).
b
Expected payments include interest totalling $1,577 million ($307 million in 2020, $248 million in 2021, $202 million in 2022, $164 million in 2023, $133 million in 2024 and $523 million
thereafter).
c
The amounts presented are undiscounted.
d
The amounts presented are undiscounted. Gulf of Mexico oil spill liabilities are included in the group balance sheet, on a discounted basis, within other payables. See Financial statements –
Note 22 for further information.
e
Represents the expected future contributions to funded pension plans and payments by the group for unfunded pension plans and the expected future payments for other post-retirement
benefits.
f
Represents any agreement to purchase goods or services that is enforceable and legally binding and that specifies all significant terms (such as fixed or minimum purchase volumes, timing
of purchase and pricing provisions). Agreements that do not specify all significant terms, or that are not enforceable, are excluded. The amounts shown include arrangements to secure long-
term access to supplies of crude oil, natural gas, feedstocks and pipeline systems. In addition, the amounts shown for 2020 include purchase commitments existing at 31 December 2019
entered into principally to meet the group’s short-term manufacturing and marketing requirements. The price risk associated with these crude oil, natural gas and power contracts is
discussed in Financial statements – Note 29.
Commitments for the delivery of oil and gas

We sell crude oil, natural gas and liquefied natural gas under a variety of contractual obligations. Some of these contracts specify the delivery
of fixed and determinable quantities. For the period from 2020 to 2022 worldwide, we are contractually committed to deliver approximately
292 million barrels of oil, 8,600 billion cubic feet of natural gas, and 36 million tonnes of liquefied natural gas. The commitments principally
relate to group subsidiaries based in Canada, Egypt, Singapore, United Kingdom and United States. We expect to fulfil these delivery
commitments with production from our proved developed reserves and supplies from existing contracts, supplemented by market purchases
as necessary.

Upstream analysis by region (BP operator 75%, ExxonMobil 25%). This project will add two new
subsea production units approximately two miles to the south of
Our upstream operations are set out below by geographical area, with the existing Thunder Horse platform with two new production wells
associated significant events for 2019. BP’s percentage working in the near term. Eventually eight wells will be drilled as part of the
interest in oil and gas assets is shown in brackets. Working interest is overall development, with first oil expected in 2021.
the cost-bearing ownership share of an oil or gas lease. Consequently,
the percentages disclosed for certain agreements do not necessarily • In June BP confirmed the discovery of King Embayment in the
reflect the percentage interests in proved reserves and production. Mars corridor, in the US Gulf of Mexico (BP 28.5%).
In addition to exploration, development and production activities, our • BP participated in two lease sales in 2019. In March we were
upstream business also includes midstream and liquefied natural gas awarded 23 leases in lease sale 252, and in August we were
(LNG) supply activities. Midstream activities involve the ownership awarded 21 leases in lease sale 253.
and management of crude oil and natural gas pipelines, processing • We have interests in three Paleogene fields: Tiber, Guadalupe, and
facilities and export terminals, LNG processing facilities and Kaskida. Over the next few years we will be running subsurface
transportation, and our natural gas liquids (NGLs) processing work to better understand and define the concept development for
business. these fields. BP has history with the development of technology
Our LNG supply activities are located in Abu Dhabi, Angola, Australia, required to develop such high pressure, deepwater fields and will
Indonesia and Trinidad. In 2019 we marketed around 4.6 million continue to connect with the market to understand the options we
tonnes of our LNG production to IST, which uses contractual rights to will have available for the development of these fields.
access import terminal capacity in the liquid markets of Italy (Rovigo), See also Financial Statements Note 1 for further information on
the Netherlands (Gate), Spain (Bilbao), the UK (the Isle of Grain) and exploration leases.
the US (Cove Point), with the remainder marketed directly to
customers or trading entities. LNG is supplied to customers into BPX Energy, BP's onshore oil and gas business in the Lower 48
markets including Argentina, China, the Dominican Republic, states, has significant operated and non-operated activities across
European Union, India, Japan, Kuwait, Singapore, South Korea, Colorado, Louisiana, New Mexico, Oklahoma, Texas and Wyoming
Taiwan, Thailand and Turkey. producing natural gas, oil, NGLs and condensate, with primary focus
on developing unconventional resources in Texas. It had a 1.5 billion
Europe boe proved reserve base at 31 December 2019, predominantly in
BP is active in the North Sea and the Norwegian Sea. In 2019 BP’s unconventional reservoirs (tight gas, shale gas and coalbed methane,
production came from three key areas: the Shetland area comprising and newly acquired shale oil). This resource spans 3.4 million net
the Clair, Foinaven, and Schiehallion fields; the central area developed acres and has approximately 10,000 operated gross wells,
comprising the Andrew area, Culzean, ETAP, Kinnoull and Shearwater with daily net production around 500mboe/d.
fields; and Norway, through our equity accounted 30% interest in BPX Energy operates as a separate business while remaining part of
Aker BP. our Upstream segment. With its own governance, systems and
processes, it is structured to increase competitive performance
• In March 2019 a final investment decision was made on Seagull
through swift decision making and innovation, while maintaining BP’s
(BP 50%), a development tieback to ETAP in the central UK North
commitment to safe, reliable and compliant operations.
Sea.
• On 1 March BPX Energy assumed physical control of all Petrohawk
• In June BP confirmed the start-up of gas production from the Total
Energy Corporation operations from BHP following acquisition of
operated Culzean field (BP 32%) in the central UK North Sea.
these assets in 2018. BPX is making progress towards its goal of
• Also in June, BP was awarded a new exploration licence in the achieving $400 million of annual synergies by 2021, when
31st Offshore Licensing Round in the West of Shetland Area in the integration is completed. BPX surpassed the 2019 savings estimate
UK North Sea for one licence covering 10 blocks (BP 50% and of $90m, delivering $240m in the first year after the acquisition.
operator).
• In November 2019 BPX Energy confirmed agreements to sell its oil
• In October production started at the Equinor operated Johan and gas interests in the San Juan basin in Colorado and New
Sverdrup field (Aker BP 11.57%). Mexico and the Arkoma basin in Oklahoma. These disposals
completed in March 2020. Additionally, in December 2019 BPX
• The Alligin field commenced production through the Glen Lyon Energy completed divestments in certain fields within the
facility in December 2019. Anadarko basin in Oklahoma and Texas and the Haynesville basin in
• Development of the Vorlich field continued with two wells Texas. Primarily as a result of the divestment program of heritage
successfully drilled during the year. Production is expected to assets, BPX Energy incurred $4.7 billion in impairment charges.
commence in 2020. Proceeds of $642 million were received in 2019, including
performance deposits for the disposals that closed in 2020.
• In January 2020 BP announced that it had agreed terms to sell its
interests in the Andrew Area and non-operated interest in BP’s onshore US crude oil and product pipelines and related
Shearwater to Premier Oil. The deal covers the Andrew, Arundel, transportation assets are included in the Downstream segment.
Cyrus, Farragon and Kinnoull fields plus our interest in Shearwater. In Alaska, BP Exploration (Alaska) Inc. (BPXA) operated nine North
BP currently owns 62.75% of Andrew, 100% of Arundel, 100% of Slope oilfields in the Greater Prudhoe Bay area at the end of the year.
Cyrus, 50% of Farragon and 77.06% of Kinnoull. We have a 27.50% BP owns significant interests in three producing fields operated by
share in Shearwater. Under the terms of the agreement, Premier others, as well as a non-operating interest in the Liberty development
Oil will pay BP $625m. The transaction is expected to complete in project.
2020.
BP Pipelines (Alaska) Inc. (BPPA) owns a 49% interest in the Trans-
North America Alaska Pipeline System (TAPS). TAPS transports crude oil from
Prudhoe Bay on the Alaska North Slope to the port of Valdez in
Our upstream activities in North America are located in five areas:
southcentral Alaska. In April 2012 Unocal (1.37%) gave notice to the
deepwater Gulf of Mexico, the Lower 48 states, Alaska, Canada and
other TAPS owners of their intention to withdraw as an owner of
Mexico.
TAPS. The remaining Owners and Unocal reached agreement in
BP has around 290 lease blocks in the Gulf of Mexico and operates mid-2019 to settle ongoing litigation and transfer Unocal’s interest in
four production hubs. TAPS to the other owners. The Parties are seeking regulatory
approval at the state and federal level.
• In February 2019 we announced the start-up of the Constellation
project (BP 66.67%), operated by Anadarko. • On 27 August BP announced an agreement to sell the entirety of
interests in its Alaska operations to Hilcorp Energy, including
• On 6 May BP announced the final investment decision for the
upstream and midstream businesses, for a headline price of $5.6
Thunder Horse South Expansion Phase 2 in the US Gulf of Mexico

billion. BP will retain decommissioning liabilities associated with • In October, in the 16th bid round, BP was awarded exploration and
TAPS as part of the transaction. Subject to regulatory approval, the production rights to block C-M-477 offshore Brazil in the Campos
transaction is expected to complete in 2020. As part of this Basin (BP 30%) and to block S-M-1500 (BP 100%) in the Santos
transaction BP recognized impairments of circa $1 billion in 2019. Basin.
In Canada BP is focused on oil sands development as well as PAEG, a joint venture that is owned by BP (50%) and Bridas
pursuing offshore exploration opportunities. We utilize in-situ steam- Corporation (50%), has activities mainly in Argentina and Mexico, but
assisted gravity drainage (SAGD) technology in our oil sands is also present in Uruguay and Bolivia.
developments, which uses the injection of steam into the reservoir to
During the second quarter, BP achieved new access in Argentina’s
warm the bitumen so that it can flow to the surface through
first offshore licensing round blocks, obtaining the CAN-111 and
producing wells. We hold interests in three oil sands lease areas
CAN-113 blocks (BP 50%).
through the Sunrise Oil Sands and Terre de Grace partnerships and
the Pike Oil Sands joint operation«. In addition, we have offshore In Trinidad & Tobago BP holds interests in exploration and production
exploration licences in Nova Scotia, Newfoundland and Labrador and licences and production-sharing contracts«(PSCs) covering 1.6 million
the Canadian Beaufort Sea. acres offshore of the east and north-east coast. Facilities include 15
offshore platforms and two onshore processing facilities. Production
• In July the government of Canada issued an order prohibiting any comprises gas and associated liquids.
work or activity authorized under the Canada Oil and Gas
Operations Act on frontier lands that are situated in Canadian BP also holds interests in the Atlantic LNG facility. BP’s shareholding
Arctic offshore waters. This includes the Beaufort Sea. The order averages 39% across four LNG trains« with a combined capacity of
will remain in effect until 31 December 2021. BP currently holds an approximately 15 million tonnes per annum. We sell gas to trains 1, 2
intangible balance of $64 million related to two blocks operated by and 3 and process gas in train 4. Most of the LNG produced from BP
others in this area. gas supplied to trains 2, 3 and 4 is sold to third parties under long-
term contracts. BP sells approximately one third of its gas production
In Mexico, we have interests in two exploration joint operations in the to the National Gas Company who supply the volumes into the
Salina Basin with Equinor and Total, Block 1 (BP 33% and operator) petrochemical, power and other industrial markets. The remainder BP
and Block 3 (BP 33%), and in one exploration joint operation in the sells to third parties under long-term contracts.
Sureste Basin with Total and Hokchi, a subsidiary of Pan American
Energy Group (PAEG), Block 34 (BP 42.5% and operator). • Production started at the Angelin project (BP 100% and operator) in
February 2019.
• Following approval from Comisión Nacional de Hidrocarburos
(CNH), the Mexican regulator, of the exploration plans for both • BP confirmed the following hydrocarbon discoveries during the
Salina Basin operations in March 2018, seismic interpretation and year: Bélé-1 in April, Tuk-1 in May, Hi-Hat-1 in June, Boom-1 in
well planning activities continued in 2019. These activities are September, and Ginger in November, all located offshore Trinidad
expected to ramp up in 2020 with tentative plans to commence and Tobago (BP 30%).
drilling in the first half of 2021.
• The initial gas sales and LNG offtake arrangements for Atlantic
• The Sureste Basin operation received exploration plan approval in LNG Train 1 ended in September 2018 and gas is currently sold into
July 2019 from CNH. Seismic licensing and reprocessing activities Train 1 on a short-term basis with BP lifting the majority of the LNG
were initiated in 2019 and are expected to continue in 2020 with produced. The Train 1 gas supply arrangements are under
plans for drilling to commence in 2022. discussion for the period April 2020 onwards.
• In November we signed a swap agreement with Equinor covering • BP is operator of the Manakin Block which was discovered in 1998
our interests in Blocks 1 and 3 in the Salina Basin. Subject to and is a cross border reservoir field with the Venezuelan reservoir,
receipt of Government approvals expected in the second half of Cocuina. Manakin declared commerciality in January 2018 however
2020, BP’s interests are expected to be 56.67% in Block 1 and cross border commercial agreements have not progressed due to
10% in Block 3. the impact of US sanctions.
South America Africa

BP has upstream activities in Brazil and Trinidad & Tobago and through BP’s upstream activities in Africa are located in Algeria, Angola, Côte
PAEG, in Argentina and Bolivia and Uruguay. d'Ivoire, Egypt, The Gambia, Libya, Madagascar, Mauritania, São Tomé
& Príncipe and Senegal.
In Brazil BP has interests in 26 exploration concessions across five
basins. In Algeria BP, Sonatrach and Equinor are partners in the In Salah (BP
33.15%) and In Amenas (BP 45.89%) non-operated joint ventures
• In the North Campos basin BP is now formally the operator of BM- that supply gas to the domestic and European markets.
C-30 and BM-C-32 blocks following Anadarko's withdrawal from
both blocks and the transfer of their interest. The Brazilian National In Angola, BP owns an interest in five major deepwater offshore
Petroleum Agency (ANP) approved the joint venture’s request for a licences and is operator in two of these, Blocks 18 and 31, that are
postponement of declaration of commerciality. producing. We also have an equity interest in the Angola LNG plant
(BP 13.6%).
• In the Foz de Amazonas basin Total as operator of blocks FZA-M-57,
86, 88, 125 and 127 is analysing the next steps following IBAMA’s • On 6 June BP announced an agreement to extend the production-
license denial. The Foz do Amazonas blocks are eligible for a 2-year sharing agreement«(PSA) for Block 15 to 2032 and to provide for
license extension according to Resolution 708, the deadline to Sonangol to take a 10% equity interest in the Block. The
request such extension is May 2020 for the Total-operated blocks. transaction completed on 27 January 2020.
In the BP-operated block FZA-M-59, the extension deadline is • Development progressed at the Total-operated Zinia 2 deep
March 2020, environmental licensing process is ongoing and the offshore development project in Block 17 (BP 16.67%). At the end
extension has been requested. All blocks may also be subject to of 2019 construction activities were underway, with first production
further extensions should ANP agree. expected in 2021.
• In the South Campos basin ANP approved a revised plan of • Development progressed at the Platina project in Block 18, with
appraisal for the BM-C-35 block. The agreement includes a construction activities expected to commence in 2020 and first
commitment to drill an exploratory well in 2021 with a deadline to production expected in 2021.
declare commerciality or end the appraisal period by 1 March 2022.
• In November BP agreed to join the New Gas Consortium (NGC),
• In the Pau Brasil block the consortium group is undertaking seismic subject to completion of certain conditions precedent. This will be
reprocessing to aid in subsurface description. the first upstream natural gas partnership in Angola and will be
• In the Potiguar basin blocks ANP approved the consortium's operated by ENI (BP 11.8%).
request to modify the appraisal plan timelines.

• In December the Total-operated Block 17 contractor group signed was then further deepened to reach an additional target, which
an agreement with the national agency ANPG (Agência Nacional de also encountered gas.
Petróleo, Gás e Biocombustíveis) and Sonangol, to extend all Block In Madagascar, BP has interest in four PSCs for exploration licences
17 production licenses up to 2045, subject to Government situated offshore northwest Madagascar, under agreements with the
approval. As part of the extension agreement, Sonangol will government of Madagascar represented by Office des Mines
become a 5% holder in Block 17 from 2020 with an additional 5% Nationales et des Industries Stratégiques (OMNIS) (BP 100%). A
interest from 2036. baseline monitoring survey is underway as part of Phase 1 of the
In Côte d’Ivoire, BP has interests in five offshore oil blocks with exploration period.
Kosmos Energy (KE) under agreements with the government of Côte In São Tomé & Príncipe, BP is operator in two offshore blocks under
d'Ivoire and the state oil company Société Nationale d'Operations PSAs with KE and the state oil company Agencia Nacional do Petroleo
Pétrolières de la Côte d'Ivoire (PETROCI) (BP 45%). Seismic (BP 50%). Following the acquisition and analysis of baseline
reprocessing and interpretation are ongoing and are expected to be environmental data, seismic acquisition is ongoing and expected to
completed by the end of 2020. be completed by mid-2020.
In Egypt, BP and its partners currently produce 60% of Egypt’s gas
production. Asia
BP has activities in Abu Dhabi, Azerbaijan, China, India, Iraq, Kuwait,
• In February 2019 production started at the Giza and Fayoum fields Oman and Russia.
in the West Nile Delta development (BP 82.75%).
In China we have a 30% equity stake in the Guangdong LNG
• In March 2019 BP confirmed a gas discovery, in the ENI operated regasification terminal and trunkline project with a total storage
Nour North Sinai offshore prospect (BP 25%) in the Egyptian capacity of 640,000 cubic metres. The project is supplied under a
Eastern Mediterranean. Technical studies are currently being long-term contract with Australia’s North West Shelf venture (BP
progressed by the operator. 16.67%).
• In June BP announced an agreement to sell its interests in Gulf of • In the first quarter of 2019 BP relinquished its interest in its two
Suez oil concessions in Egypt, including BP’s interest in the Gulf of PSCs for shale gas exploration, development and production in the
Suez Production Company (GUPCO), to Dragon Oil. The Neijiang-Dazu block and Rong Chang Bei block in the Sichuan
agreement, completed in October 2019. basin, resulting in a $141m exploration write-off. Exit was fully
• In September BP confirmed the start-up of the offshore Baltim completed in the fourth quarter of 2019 when a termination
South West gas field in Egypt (BP 50%). agreement was formally executed with CNPC.
• Work continues at the West Nile Delta Raven project, which is In Azerbaijan, BP operates two PSAs, Azeri-Chirag-Gunashli (ACG) (BP
mechanically complete and currently addressing issues identified 30.37%) and Shah Deniz (BP 28.83%) and also holds a number of
during commissioning. Start up is now expected in the second half other exploration leases.
of 2020. • Naftiran Intertrade Co Ltd (NICO), a subsidiary of the National
In the Gambia, BP has a 90% interest in offshore block A1 with the Iranian Oil Company, holds a 10% interest in the Shah Deniz joint
state oil company, Gambia National Petroleum Corporation. An venture. For information on the exclusion of this project from EU
exploration well is expected to be drilled during the first two years of and US trade sanctions, or exemptions from such trade sanctions
the licence. in relation to this project, see International trade sanctions on page
320.
In Libya, BP partners with the Libyan Investment Authority (LIA) in an
exploration and production-sharing agreement (EPSA) to explore • In April a final investment decision was made on the Azeri Central
acreage in the onshore Ghadames and offshore Sirt basins (BP 85%). East (ACE) project, the next stage of the Azeri-Chirag-Deepwater
BP wrote off all balances associated with the Libya EPSA in 2015. Gunashli (ACG) field. The $6 billion development includes a new
offshore platform and facilities designed to process up to 100,000
• BP, LIA and Eni continue to work with the NOC towards Eni barrels of oil per day. The project is expected to achieve first
acquiring a 42.5% interest in the BP-operated EPSA in Libya. On production in 2023.
completion, Eni would become operator of the EPSA. The
companies are continuing to work together to finalize and BP holds a 30.1% interest in and operates the Baku-Tbilisi-Ceyhan oil
complete all agreements. pipeline. The 1,768-kilometre pipeline transports oil from the BP-
operated ACG oilfield and gas condensate from the Shah Deniz gas
field in the Caspian Sea, along with other third-party oil, to the eastern
In Mauritania and Senegal, BP has a 62% participating interest in the Mediterranean port of Ceyhan. The pipeline has a capacity of
C6, C8, C12 and C13 exploration blocks in Mauritania and a 60% 1mmboe/d, with an average throughput in 2019 of 643mboe/d.
participating interest in the Cayar Profond Offshore and St Louis
Profond Ofshore exploration blocks in Senegal. Together these blocks BP (as operator of Azerbaijan International Operating Company) also
cover approximately 24,300 square kilometres. BP also had a 15% operates the Western Route Export Pipeline that transports ACG oil to
interest in the Total operated C18 exploration block until exit in May Supsa on the Black Sea coast of Georgia, with an average throughput
2019. For the Greater Tortue Ahmeyin (GTA) Unit across the border of of 76mboe/d in 2019.
Mauritania and Senegal, BP has 56% participating interest. The Phase BP is technical operator of, and currently holds a 28.83% interest in,
1 Execute activity has continued to ramp up following the exploitation the 693 kilometre South Caucasus Pipeline. The pipeline takes gas
license grant on 20th February 2019. from Azerbaijan through Georgia to the Turkish border and has a
• In July BP confirmed that the GTA-1 (BP 56% and operator) capacity of 440mboe/d (including expansion), with average
appraisal well, located offshore Senegal, encountered throughput in 2019 of 177mboe/d.
approximately 30 metres of net gas pay in high-quality Albian BP also holds a 12% interest in the Trans Anatolian Natural Gas
reservoir confirming gas resource expectations. Pipeline. In the first phase, which commenced in 2018, gas from
Shah Deniz is transported from Georgia to Eskishehir in Turkey. The
• In September BP confirmed the Yakaar-2 appraisal well in the Cayar
capacity of the pipeline during the first phase is 100mboe/d and the
Profond block (BP 60% and Operator), located offshore Senegal,
average throughput in 2019 was 47mboe/d. The second phase will
encountered approximately 22 metres of net gas pay in the
take gas from Eskishehir to the connection with the Trans Adriatic
reservoir confirming gas resource.
Pipeline (TAP) in Greece. BP has a 20% interest in TAP, that will take
• In December BP confirmed the successful result of the Orca-1 gas through Greece and Albania into Italy.
appraisal well located in block C8 (BP 62% and operator) in the Bir
In Oman BP operates the Khazzan field in Block 61 (BP 60%).
Allah appraisal area offshore Mauritania. The well successfully
encountered all five of the gas sands originally targeted. The well • Progress on the Ghazeer project, phase two of the Khazzan
development, is on track for first gas in 2021.

• In July BP and Eni signed an EPSA for Block 77 (BP 50%) in central Australasia
Oman with the Ministry of Oil and Gas of the Sultanate of Oman. BP has activities in Australia and Eastern Indonesia.
Approval by Royal Decree is still pending.
In Australia BP is one of seven participants in the North West Shelf
In Abu Dhabi, BP holds a 10% interest in the ADNOC Onshore (NWS) venture, which has been producing LNG, pipeline gas,
concession. We also have a 10% equity shareholding in ADNOC LNG condensate, LPG and oil since the 1980s. Six partners (including BP)
and a 10% shareholding in the shipping company NGSCO. ADNOC hold an equal 16.67% interest in the gas infrastructure and an equal
LNG supplied approximately 6 million tonnes of LNG (0.786bcfed 15.78% interest in the gas and condensate reserves, with a seventh
regasified) in 2019. Our interest in the ADNOC Onshore concession partner owning the remaining 5.32%. BP also has a 16.67% interest
expires at the end of 2054. in some of the NWS oil reserves and related infrastructure. The NWS
• In March 2019 ADNOC and ADNOC LNG agreed to extend the gas venture is currently the largest single source supplier to the domestic
supply agreement to 2040. The new agreement took effect from 1 market in Western Australia and one of the largest LNG export
April 2019, and replaced an existing agreement which expired on projects in the region, with five LNG trains in operation. BP’s net
31 March 2019. share of the capacity of NWS LNG trains 1-5 is 2.7 million tonnes of
LNG per year.
• Also in March 2019 ADNOC LNG and NGSCO agreed to extend the
transportation agreements and the shipping services agreement to BP is also one of five participants in the Browse LNG venture
2022. The new agreements took effect from 1 April 2019, and (operated by Woodside) and holds a 17.33% interest.
replaced an existing agreement which expired on 31 March 2019. • The Browse joint venture participants are progressing the
In 2016 BP signed an enhanced technical service agreement for south development of Browse by connecting it via a 900km pipeline to
and east Kuwait conventional oilfields, which includes the Burgan the NWS Venture's Karratha Gas Plant. A final investment decision
field, with Kuwait Oil Company. Target performance for the 2018-19 is expected in late 2021.
plan was delivered and implementation of the 2019-20 plan is • During the second quarter BP achieved new access with a farm-in
underway. to an exploration permit WA-359-P offshore Western Australia (BP
In India we have a participating interest in two oil and gas PSAs (KG 42.5% and operator).
D6 33.33% and NEC25 33.33%), one oil and gas block under a • In September BP confirmed the award of the WA-541 acreage
Revenue Sharing Contract (KG-UDWHP-2018/1), all operated by permit in Western Australia’s offshore Northern Carnarvon basin
Reliance Industries Limited (RIL). We also have a stake in a 50:50 joint (BP 50%).
venture (India Gas Solutions Private Limited) with RIL for the sourcing
and marketing of gas in India. In Papua Barat, Eastern Indonesia, BP operates the Tangguh LNG
plant (BP 40.22%). The asset currently comprises 16 producing wells,
• In June BP and RIL announced the sanction of the MJ gas two offshore platforms, two pipelines and an LNG plant with two
development project (also known as D55) in Block KG D6, offshore production trains. It has a total capacity of 7.6 million tonnes of LNG
the east coast of India. MJ is the third of three new projects in the per annum. Tangguh supplies LNG to customers in Indonesia,
Block KG D6 integrated development plan. Mexico, China, South Korea, and Japan through a combination of
• All three KG D6 Projects (R-Series, Satellites Cluster and MJ) are long, medium and short-term contracts.
under development with first gas production phased over The Tangguh expansion project comprises a third LNG processing
2020-2022. R-Series, the first of the three projects, is expected to train, two offshore platforms, 13 new production wells, an expanded
begin production in 2020. LNG loading facility, and supporting infrastructure. The project will add
• BP and its partner RIL have been awarded the ultra deep-water 3.8 million tonnes per annum (mtpa) of production capacity to the
Block KG-UDWHP-2018/1 (RIL operator 60%, BP 40%) adjacent to existing facility, bringing total plant capacity to 11.4mtpa. The
Block KG D6 in India’s Open Acreage Licensing Policy round 2 and installation of offshore platforms and pipelines has completed while
both RIL and BP have entered into a Revenue Sharing Contract the multi-year drilling campaign continues after the completion of the
with the Government of India (GoI). first production well. The construction of the LNG processing train is
in progress with expected start-up in 2021.
• Pursuant to government approval, Niko (NECO) Limited’s 10%
.
participating interest in Block KG D6 has been assigned to BP and
RIL proportionately in the ratio of their existing interests (RIL
6.67%, BP 3.33%), in compliance with the PSC and JOA
requirements.
In Iraq BP holds a 47.6% working interest and is the lead contractor in
the Rumaila technical service contract in southern Iraq. The technical
services contract runs to December 2034. Rumaila is one of the
world’s largest oil fields, comprising five producing reservoirs. BP's
activities have not been materially impacted by the continued political
instability and public protests which have occurred in 2019.
In Russia in addition to its 19.75% equity interest in Rosneft, BP
holds a 20% interest in Taas-Yuryakh Neftegazodobycha (Taas)
together with Rosneft (50.1%) and a consortium comprising Oil India
Limited, Indian Oil Corporation Limited and Bharat PetroResources
Limited (29.9%). Taas is developing the Srednebotuobinskoye oil and
gas condensate field in East Siberia. Also with Rosneft, we hold a
49% interest in Kharampurneftegaz LLC (Kharampur) to develop
subsoil resources within the Kharampurskoe and Festivalnoye licence
areas in Yamalo-Nenets. Rosneft (51%) and BP (49%) jointly own
Yermak Neftegaz LLC (Yermak), which conducts onshore exploration
in the West Siberian and Yenisei-Khatanga basins and currently holds
five exploration and production licences. See Rosneft on page 61 for
further details.
• In April the right to explore two additional oil and gas licence areas
located in Sakha (Yakutia) was transferred to a Yermak wholly owned
subsidiary.

Downstream plant capacity
The following tablea summarizes BP group’s interests in refineries and average daily crude distillation capacities as at 31 December 2019.
Crude distillation capacitiesbc
BP share
Group interestd thousand barrels
Fuels value chain Country Refinery (%) per day
US
US North West US Cherry Point 100 251
US East of Rockies Whiting 100 440
Toledo 50 80
771
Europe
Rhine Germany Gelsenkirchen 100 265
Lingen 100 97
Netherlands Rotterdam 100 387
Iberia Spain Castellón 100 110
859
Rest of world
Australia Australia Kwinana 100 152
New Zealand New Zealand Whangareief 10.1 34
Southern Africa South Africa Durbane 50 90
276
Total BP share of capacity at 31 December 2019 1,906
a
This does not include BP’s interest in Pan American Energy Group.
b
Crude distillation capacity is gross rated capacity, which is defined as the highest average sustained unit rate for a consecutive 30-day period under normal operational conditions.
c
On 31 December 2019 we completed the sale of our interest in the German Bayernoil refinery.
d
BP share of equity, which is not necessarily the same as BP share of processing entitlements.
e
Indicates refineries not operated by BP.
f
Reflects BP share of processing entitlement, which is not the same as BP share of equity.
Petrochemicals production capacitya

The following table summarizes BP group’s share of petrochemicals production capacities as at 31 December 2019.
BP share of capacity
thousand tonnes per annumb
Product
Group interestc Acetic Olefins and
Geographical area Site (%) PTA PX acid derivatives Others
US
Cooper River 100 1,400 — — — —
Texas Cityd 100 — 900 600 — 100
1,400 900 600 — 100
Europe
UK Hull 100 — — 500 — 200
Belgium Geel 100 1,400 700 — — —
Germany Gelsenkirchene 100 — — — 3,300 —
Mülheime 100 — — — — 200
1,400 700 500 3,300 400
Rest of world
Trinidad & Tobago Point Lisas 36.9 — — — — 700
China Chongqing 51 — — 200 — 100
Nanjing 50 — — 300 — —
Zhuhaif 91.9 2,500 — — — —
Indonesia Merak 100 500 — — — —
South Korea Ulsang 34-51 — — 300 — 100
Malaysia Kertih 70 — — 400 — —
Taiwan Mai Liao 50 — — 200 — —
Taichung 61.4 500 — — — —
3,500 — 1,400 — 900
6,300 1,600 2,500 3,300 1,400
Total BP share of capacity at 31 December 2019 15,100
a
Petrochemicals production capacity is the proven maximum sustainable daily rate (MSDR) multiplied by the number of days in the respective period, where MSDR is the highest average
daily rate ever achieved over a sustained period.
b
Capacities are shown to the nearest hundred thousand tonnes per annum.
c
Includes BP share of non-operated equity-accounted entities, as indicated.
d
For acetic acid, group interest is quoted at 100%, reflecting the capacity entitlement which is marketed by BP.
e
Due to the integrated nature of these plants with our Gelsenkirchen refinery, the income and expenditure of these plants is managed and reported through the fuels business.
f
BP Zhuhai Chemical Company Ltd is a subsidiary«of BP, the capacity of which is shown above at 100%.
g
Group interest varies by product.

Oil and gas disclosures for the In 2019 we progressed 1,328mmboe of proved undeveloped reserves
(561mmboe for our subsidiaries« alone) to proved developed
group reserves through ongoing investment in our subsidiaries’ and equity-
accounted entities’ upstream development activities. Total
Resource progression development expenditure, excluding midstream activities, was
$15,206 million in 2019 ($10,815 million for subsidiaries and $4,391
BP manages its hydrocarbon resources in three major categories:
million for equity-accounted entities). The major areas with
prospect inventory, contingent resources and reserves. When a
progressed volumes in 2019 were Russia, US, Trinidad, Egypt,
discovery is made, volumes usually transfer from the prospect
Azerbaijan, Argentina, Oman and UAE. Revisions of previous
inventory to the contingent resources category. The contingent
estimates for proved undeveloped reserves are due to changes
resources move through various sub-categories as their technical and
relating to field performance, well results or changes in commercial
commercial maturity increases through appraisal activity.
conditions including price impacts. There were material net negative
At the point of final investment decision, most proved reserves will revisions in the US Lower 48 due to reducing price impacts and
be categorized as proved undeveloped (PUD). Volumes will changes in our development plan to incorporate activity associated
subsequently be recategorized from PUD to proved developed (PD) with the purchase of new assets partially offset by material net
as a consequence of development activity. When part of a well’s positive revisions to our proved undeveloped resources in Russia as a
proved reserves depends on a later phase of activity, only that portion result of development drilling results. The following tables describe
of proved reserves associated with existing, available facilities and the changes to our proved undeveloped reserves position through the
infrastructure moves to PD. The first PD bookings will typically occur year for our subsidiaries and equity-accounted entities and for our
at the point of first oil or gas production. Major development projects subsidiaries alone.
typically take one to five years from the time of initial booking of PUD Subsidiaries and equity-accounted entities volumes in mmboea
to the start of production. Changes to proved reserves bookings may Proved undeveloped reserves at 1 January 2019 8,908
be made due to analysis of new or existing data concerning
Revisions of previous estimates (320)
production, reservoir performance, commercial factors and additional
reservoir development activity. Improved recovery 316
Discoveries and extensions 563
Volumes can also be added or removed from our portfolio through
Purchases 17
acquisition or divestment of properties and projects. When we
dispose of an interest in a property or project, the volumes associated Sales (35)
with our adopted plan of development for which we have a final Total in year proved undeveloped reserves changes 541
investment decision will be removed from our proved reserves upon Proved developed reserves reclassified as
completion of the transaction. When we acquire an interest in a undeveloped 31
property or project, the volumes associated with the existing Progressed to proved developed reserves by
development and any committed projects will be added to our proved development activities (e.g. drilling/completion) (1,328)
reserves if BP has made a final investment decision and they satisfy Proved undeveloped reserves at 31 December
the SEC’s criteria for attribution of proved status. Following the 2019 8,152
acquisition, additional volumes may be progressed to proved reserves
from non-proved reserves or contingent resources.
Subsidiaries only volumes in mmboea
Non-proved reserves and contingent resources in a field will only be Proved undeveloped reserves at 1 January 2019 4,447
recategorized as proved reserves when all the criteria for attribution Revisions of previous estimates (545)
of proved status have been met and the volumes are included in the Improved recovery 309
business plan and scheduled for development, typically within five
Discoveries and extensions 130
years. BP will only book proved reserves where development is
scheduled to commence after more than five years, if these proved Purchases 10
reserves satisfy the SEC’s criteria for attribution of proved status and Sales (29)
BP management has reasonable certainty that these proved reserves Total in year proved undeveloped reserves changes (127)
will be produced. Proved developed reserves reclassified as
undeveloped 13
At the end of 2019 BP had material volumes of proved undeveloped
reserves held for more than five years in Russia, Trinidad, Gulf of Progressed to proved developed reserves by
development activities (e.g. drilling/completion) (561)
Mexico and the North Sea. These are part of ongoing infrastructure-
led development activities for which BP has a historical track record Proved undeveloped reserves at 31 December
of completing comparable projects in these countries. We have no 2019 3,771
proved undeveloped reserves held for more than five years in our a
Because of rounding, some totals may not agree exactly with the sum of their component
onshore US developments. parts.
In each case the volumes are being progressed as part of an adopted BP bases its proved reserves estimates on the requirement of
development plan where there are physical limits to the development reasonable certainty with rigorous technical and commercial
timing such as infrastructure limitations, contractual limits including assessments based on conventional industry practice and regulatory
gas delivery commitments, late life compression and the complex requirements. BP only applies technologies that have been field
nature of working in remote locations, or where there are significant tested and have been demonstrated to provide reasonably certain
commitments on delivery to the relevant authority. results with consistency and repeatability in the formation being
evaluated or in an analogous formation. BP applies high-resolution
Over the past five years, BP has annually progressed a weighted
seismic data for the identification of reservoir extent and fluid
average 19% (19% for 2018 five-year average) of our group proved
contacts only where there is an overwhelming track record of
undeveloped reserves (including the impact of disposals and price
success in its local application. In certain cases BP uses numerical
acceleration effects in PSAs) to proved developed reserves. This
simulation as part of a holistic assessment of recovery factor for its
equates to a turnover time of less than five and a half years. We
fields, where these simulations have been field tested and have been
expect the turnover time to remain near this level and anticipate the
demonstrated to provide reasonably certain results with consistency
volume of proved undeveloped reserves held for more than five years
and repeatability in the formation being evaluated or in an analogous
to remain about the same.
formation. In certain deepwater fields BP has booked proved reserves
Proved reserves as estimated at the end of 2019 meet BP’s criteria before production flow tests are conducted, in part because of the
for project sanctioning and SEC tests for proved reserves. We have significant safety, cost and environmental implications of conducting
not halted or changed our commitment to proceed with any material these tests. The industry has made substantial technological
project to which proved undeveloped reserves have been attributed. improvements in understanding, measuring and delineating reservoir
properties without the need for flow tests. To determine reasonable

certainty of commercial recovery, BP employs a general method of Compliance
reserves assessment that relies on the integration of three types of International Financial Reporting Standards (IFRS) do not provide
data: specific guidance on reserves disclosures. BP estimates proved
• well data used to assess the local characteristics and conditions of reserves in accordance with SEC Rule 4-10 (a) of Regulation S-X and
reservoirs and fluids relevant Compliance and Disclosure Interpretations (C&DI) and Staff
Accounting Bulletins as issued by the SEC staff.
• field scale seismic data to allow the interpolation and extrapolation
of these characteristics outside the immediate area of the local By their nature, there is always some risk involved in the ultimate
well control development and production of proved reserves including, but not
limited to: final regulatory approval; the installation of new or
• data from relevant analogous fields. additional infrastructure, as well as changes in oil and gas prices;
Well data includes appraisal wells or sidetrack holes, full logging changes in operating and development costs; and the continued
suites, core data and fluid samples. BP considers the integration of availability of additional development capital. All the group’s proved
this data in certain cases to be superior to a flow test in providing reserves held in subsidiaries and equity-accounted entities are
understanding of overall reservoir performance. The collection of data estimated by the group’s petroleum engineers or by independent
from logs, cores, wireline formation testers, pressures and fluid petroleum engineering consulting firms and then assured by the
samples calibrated to each other and to the seismic data can allow group’s petroleum engineers.
reservoir properties to be determined over a greater volume than the DeGolyer & MacNaughton (D&M), an independent petroleum
localized volume of investigation associated with a short-term flow engineering consulting firm, has estimated the net proved crude oil,
test. There is a strong track record of proved reserves recorded using condensate, natural gas liquids (NGLs) and natural gas reserves, as of
these methods, validated by actual production levels. 31 December 2019, of certain properties owned by Rosneft as part of
our equity-accounted proved reserves. The properties evaluated by
Governance D&M account for 100% of Rosneft’s net proved reserves as of
BP’s centrally controlled process for proved reserves estimation 31 December 2019. The net proved reserves estimates prepared by
approval forms part of a holistic and integrated system of internal D&M were prepared in accordance with the reserves definitions of
control. It consists of the following elements: Rule 4-10(a)(1)-(32) of Regulation S-X. All reserves estimates involve
some degree of uncertainty. BP has filed D&M’s independent report
• Accountabilities of certain officers of the group to ensure that there
on its reserves estimates as an exhibit to this Annual Report on
is review and approval of proved reserves bookings independent of
Form 20-F filed with the SEC.
the operating business and that there are effective controls in the
approval process and verification that the proved reserves Netherland, Sewell & Associates (NSAI), an independent petroleum
estimates and the related financial impacts are reported in a timely engineering consulting firm, has estimated the net proved crude oil,
manner. condensate, natural gas liquids (NGLs) and natural gas reserves, as of
31 December 2019, of certain properties owned by BP in the US
• Capital allocation processes, whereby delegated authority is Lower 48. The properties evaluated by NSAI account for 100% of BP’s
exercised to commit to capital projects that are consistent with the net proved reserves in the US Lower 48 as of 31 December 2019. The
delivery of the group’s business plan. A formal review process net proved reserves estimates prepared by NSAI were prepared in
exists to ensure that both technical and commercial criteria are accordance with the reserves definitions of Rule 4-10(a)(1)-(32) of
met prior to the commitment of capital to projects. Regulation S-X. All reserves estimates involve some degree of
• Group audit, whose role is to consider whether the group’s system uncertainty. BP has filed NSAI’s independent report on its reserves
of internal control is adequately designed and operating effectively estimates as an exhibit to this Annual Report on Form 20-F filed with
to respond appropriately to the risks that are significant to BP. the SEC.
• Approval hierarchy, whereby proved reserves changes above Our proved reserves are associated with both concessions (tax and
certain threshold volumes require immediate review and all proved royalty arrangements) and agreements where the group is exposed to
reserves require annual central authorization and have scheduled the upstream risks and rewards of ownership, but where our
periodic reviews. The frequency of periodic review ensures that entitlement to the hydrocarbons« is calculated using a more complex
100% of the BP proved reserves base undergoes central review formula, such as with PSAs. In a concession, the consortium of which
every three years. we are a part is entitled to the proved reserves that can be produced
over the licence period, which may be the life of the field. In a PSA,
BP’s vice president of segment reserves is the petroleum engineer we are entitled to recover volumes that equate to costs incurred to
primarily responsible for overseeing the preparation of the reserves develop and produce the proved reserves and an agreed share of the
estimate. He has more than 35 years of diversified industry remaining volumes or the economic equivalent. As part of our
experience, with 14 years spent managing the governance and entitlement is driven by the monetary amount of costs to be
compliance of BP’s reserves estimation. He is a past member of the recovered, price fluctuations will have an impact on both production
Society of Petroleum Engineers Oil and Gas Reserves Committee and volumes and reserves.
of the American Association of Petroleum Geologists Committee on
Resource Evaluation and is the current chair of the bureau of the We disclose our share of proved reserves held in equity-accounted
United Nations Economic Commission for Europe Expert Group on entities (joint ventures« and associates«), although we do not
Resource Management. control these entities or the assets held by such entities.
No specific portion of compensation bonuses for senior management BP’s estimated net proved reserves and proved
is directly related to proved reserves targets. Additions to proved
reserves replacement
reserves is one of several indicators by which the performance of the
Upstream segment is assessed by the remuneration committee for 91% of our total proved reserves of subsidiaries at
the purposes of determining compensation bonuses for the executive 31 December 2019 were held through joint operations«(89% in
directors. Other indicators include a number of financial and 2018), and 28% of the proved reserves were held through such joint
operational measures. operations where we were not the operator (34% in 2018).
BP’s variable pay programme for the other senior managers in the
Upstream segment is based on individual performance contracts.
Individual performance contracts are based on agreed items from the
business performance plan, one of which, if chosen, could relate to
proved reserves.

f
Estimated net proved reserves of crude oil at Includes 11 million barrels of liquids in respect of the 30% non-controlling interest in BP
Trinidad and Tobago LLC.
31 December 2019a b c g
Includes 357 million barrels of liquids in respect of the non-controlling interest in Rosneft
million barrels held assets in Russia including 26 million barrels held through BP’s interests in Russia other
Developed Undeveloped Total than Rosneft.
h
UK 206 200 406 Includes 1,330 billion cubic feet of natural gas in respect of the 30% non-controlling
interest in BP Trinidad and Tobago LLC.
USd 1,063 842 1,905 i
Includes 1,430 billion cubic feet of natural gas in respect of the non-controlling interest in
Rest of North Americae 40 179 218 Rosneft held assets in Russia including 569 billion cubic feet held through BP’s interests in
Russia other than Rosneft.
South Americaf 7 5 12 j
Includes 982 million barrels of oil equivalent associated with Assets held for sale in the US.
Africa 156 40 196
Rest of Asia 1,074 525 1,599
Australasia 26 4 30 Because of rounding, some totals may not agree exactly with the
Subsidiaries 2,572 1,794 4,367 sum of their component parts.
Equity-accounted entities 3,567 2,847 6,415
Total 6,140 4,642 10,781
Proved reserves replacement
Total hydrocarbon proved reserves at 31 December 2019, on an oil
Estimated net proved reserves of natural gas liquids at equivalent basis including equity-accounted entities, decreased by
31 December 2019a b 3% (decrease of 8% for subsidiaries and increase of 2% for equity-
million barrels accounted entities) compared with 31 December 2018. Natural gas
Developed Undeveloped Total represented about 41% (48% for subsidiaries and 34% for equity-
UK 8 5 13 accounted entities) of these reserves. The change includes a net
decrease from acquisitions and disposals of 133mmboe (decrease of
US 229 250 479
134mmboe within our subsidiaries and increase of 1mmboe within
Rest of North America — — — our equity-accounted entities). Acquisition activity in our subsidiaries
South America 2 21 23 occurred in India, and divestment activity in our subsidiaries in the US
Africa 12 4 16 and Egypt. There were no material acquisitions or divestments in our
Rest of Asia — — — equity-accounted entities.
Australasia 4 — 4 The proved reserves replacement ratio« is the extent to which
Subsidiaries 255 280 535 production is replaced by proved reserves additions. This ratio is
Equity-accounted entities 107 55 162 expressed in oil equivalent terms and includes changes resulting from
Total 363 334 697 revisions to previous estimates, improved recovery, and extensions
and discoveries. For 2019, the proved reserves replacement ratio
Estimated net proved reserves of liquids« excluding acquisitions and disposals was 67% (100% in 2018 and
million barrels
143% in 2017) for subsidiaries and equity-accounted entities, 25% for
Developed Undeveloped Total subsidiaries alone and 141% for equity-accounted entities alone.
There was a net decrease (221mmboe) of reserves due to lower gas
Subsidiariesf 2,828 2,074 4,902
and oil prices mainly within the US Lower 48 (-206mmboe). The total
Equity-accounted entitiesg 3,675 2,902 6,576 loss was partly offset by increases in reserves in our PSAs, principally
Total 6,502 4,976 11,478 in Azerbaijan, Iraq and Angola.
Estimated net proved reserves of natural gas at In 2019 net additions to the group’s proved reserves (excluding
31 December 2019a b production and sales and purchases of reserves-in-place) amounted
billion cubic feet
to 939mmboe (230mmboe for subsidiaries and 709mmboe for equity-
Developed Undeveloped Total accounted entities), through revisions to previous estimates,
improved recovery from, and extensions to, existing fields and
UK 493 207 700
discoveries of new fields. The subsidiary additions were through
US 6,330 2,127 8,458 improved recovery from, and extensions to, existing fields and
Rest of North America — — — discoveries of new fields where they represented a mixture of proved
South Americah 2,192 2,235 4,427 developed and proved undeveloped reserves. Volumes added in 2019
Africa 1,163 742 1,905 principally resulted from the application of conventional technologies
Rest of Asia 3,667 3,401 7,068 and extensions of field size by development drilling. The principal
Australasia 2,256 1,132 3,389 proved reserves additions in our subsidiaries by region were in the
US, Oman, UAE, Azerbaijan and India. We had material reductions in
Subsidiaries 16,101 9,844 25,946
our proved reserves in US Lower 48 principally due to lower oil and
Equity-accounted entitiesi 11,079 8,576 19,656 gas prices. The principal reserves additions in our equity-accounted
Total 27,181 18,421 45,601 entities were in Pan American Energy Group, Rosneft and
Kharampurneftegaz LLC.
Estimated net proved reserves on an oil equivalent basisj
15% of our proved reserves are associated with PSAs. The countries
million barrels of oil equivalent
Developed Undeveloped Total
in which we produced under PSAs in 2019 were Algeria, Angola,
Azerbaijan, Egypt, India, Indonesia and Oman. In addition, the
technical service contract (TSC) governing our investment in the
Equity-accounted entities 5,585 4,381 9,965 Rumaila field in Iraq functions as a PSA.
Total 11,189 8,152 19,341
a
The group holds no licences due to expire within the next three years
Proved reserves exclude royalties due to others, whether payable in cash or in kind, where
the royalty owner has a direct interest in the underlying production and the option and
that would have a significant impact on BP’s reserves or production.
ability to make lifting and sales arrangements independently, and include non-controlling BP holds reserves classified as Assets held for sale within the US
interests in consolidated operations. We disclose our share of reserves held in joint associated with our announced divestment of our Alaska and San
ventures and associates that are accounted for by the equity method although we do not
control these entities or the assets held by such entities.
Juan fields.
b
The 2019 marker prices used were Brent« $62.74/bbl (2018 $71.43/bbl and 2017 $54.36/ For further information on our reserves see page 239.
bbl) and Henry Hub« $2.58/mmBtu (2018 $3.10/mmBtu and 2017 $2.96/mmBtu).
c
Includes condensate.
d
Proved reserves in the Prudhoe Bay field in Alaska include an estimated 4.5 million barrels
on which a net profits royalty will be payable over the life of the field under the terms of the
BP Prudhoe Bay Royalty Trust.
e
All of the reserves in Canada are bitumen.

BP’s net production by country – crude oila and natural gas liquids
thousand barrels per day
BP net share of productionb
Natural gas
Crude oil liquids
2019 2018 2017 2019 2018 2017
Subsidiaries
UKc d 100 101 80 3 5 6
Total Europe 100 101 80 3 5 6
Alaskac 71 106 109 — — —
Lower 48 onshorec 66 18 10 58 37 34
Gulf of Mexico deepwater 263 261 251 24 23 21
Total US 400 385 370 81 60 56
Canadae 24 24 20 — — —
Total Rest of North America 24 24 20 — — —
Total North America 424 408 390 81 60 56
Trinidad & Tobagoc 7 7 12 9 9 10
Total South America 7 7 12 9 9 10
Angola 115 147 192 — — —
Egyptc 34 49 40 — — —
Algeria 7 9 9 8 11 10
Total Africa 156 204 241 8 11 10
Abu Dhabic 180 169 158 — — —
Azerbaijan 79 72 90 — — —
Iraq 64 54 73 — — —
India — — 1 — — —
Oman 20 17 2 — — —
Total Rest of Asia 343 313 325 — — —
Total Asia 343 313 325 — — —
Australiac 15 16 15 2 2 2
Eastern Indonesiac 2 2 1 — — —
Total Australasia 17 17 17 2 2 2
Total subsidiaries 1,046 1,051 1,064 104 88 85
Rosneft (Russia, Canada, Venezuela, Vietnam) 920 919 900 3 4 4
Abu Dhabi — 16 99 — — —
Argentinac 54 52 60 1 — —
Boliviac 2 3 3 — — —
Egypt — — — 3 3 2
Norwayc 35 34 31 2 2 2
Russiac 35 14 5 — — —
Angola 1 1 1 5 3 4
Other — — — — — —
Total equity-accounted entities 1,047 1,040 1,099 14 12 12
Total subsidiaries and equity-accounted entitiesf 2,093 2,091 2,163 118 100 97
a
b
Production excludes royalties due to others whether payable in cash or in kind where the royalty owner has a direct interest in the underlying production and the option and ability to make
c
In 2019, BP completed the sale of its interest in the Gulf of Suez Petroleum Company (GUPCO) in Egypt and certain US assets in Lower 48 onshore and disposed of its interests in the Gulf
of Mexico Santiago and Santa Cruz wells. In 2018, BP acquired various interests in the Permian Basin, Eagle Ford and Haynesville Shales in Lower 48 onshore as a result of the acquisition of
BHP’s US unconventional assets, increased its interest in the Clair asset in the UK North Sea, and acquired an interest in LLC Kharampurneftegaz in Russia, and in certain US offshore
assets. It also disposed of its interests in the Greater Kuparuk Area in Alaska, the Magnus field in the UK North Sea, and in certain other assets in the UK North Sea and US onshore assets.
In 2017, BP renewed its onshore concession of the United Arab Emirates that grants BP 10% interest in ADCO onshore concession. It also decreased its interest in Magnus field in North
Sea and completed the formation of Pan American Energy Group (PAEG) (BP 50%, Bridas Corporation 50%), which is a combination of Pan American Energy and Axion Energy with an
effective decrease in interest.
d
Volumes relate to six BP-operated fields within ETAP. BP has no interests in the remaining three ETAP fields, which are operated by Shell.
e
All of the production from Canada in Subsidiaries is bitumen.
f
Includes 3 net mboe/d of NGLs from processing plants in which BP has an interest (2018 3mboe/d and 2017 3mboe/d).
Because of rounding, some totals may not agree exactly with the sum of their component parts.

BP’s net production by country – natural gas
million cubic feet per day
BP net share of productiona
2019 2018 2017
Subsidiaries
UKb 129 152 182
Total Europe 129 152 182
Lower 48 onshoreb 2,175 1,705 1,467
Gulf of Mexico deepwater 179 190 186
Alaska 4 5 5
Total US 2,358 1,900 1,659
Canada 2 7 9
Total Rest of North America 2 7 9
Total North America 2,361 1,907 1,667
Trinidad & Tobagob 1,977 2,136 1,936
Total South America 1,977 2,136 1,936
Egyptb 952 878 745
Algeria 186 183 205
Total Africa 1,138 1,061 949
Azerbaijan 367 256 232
India 15 32 60
Oman 594 538 79
Total Rest of Asia 976 826 371
Total Asia 976 826 371
Australiab 411 437 426
Eastern Indonesiab 375 382 357
Total Australasia 786 819 783
Total subsidiariesc 7,366 6,900 5,889
Rosneft (Russia, Canada, Egypt, Venezuela, Vietnam) 1,279 1,286 1,308
Argentina 250 264 329
Bolivia 64 71 89
Norwayb 56 59 53
Angola 87 80 77
Western Indonesia — — —
Total equity-accounted entitiesc 1,736 1,760 1,855
Total subsidiaries and equity-accounted entities 9,102 8,659 7,744
a
Production excludes royalties due to others whether payable in cash or in kind where the royalty owner has a direct interest in the underlying production and the option and ability to make
b
In 2019, BP completed the sale of its interest in the Gulf of Suez Petroleum Company (GUPCO) in Egypt and certain US assets in Lower 48 onshore and disposed of its interests in the Gulf
of Mexico Santiago and Santa Cruz wells. In 2018, BP acquired various interests in the Permian Basin, Eagle Ford and Haynesville Shales in Lower 48 onshore as a result of the acquisition of
BHP’s US unconventional assets, increased its interest in the Clair asset in the UK North Sea, and acquired an interest in LLC Kharampurneftegaz in Russia, and in certain US offshore
assets. It also disposed of its interests in the Greater Kuparuk Area in Alaska, the Magnus field in the UK North Sea, and in certain other assets in the UK North Sea and US onshore assets.
In 2017, BP decreased its interest in Magnus field in North Sea and completed the formation of Pan American Energy Group (PAEG) (BP 50%, Bridas Corporation 50%), which is a
combination of Pan American Energy and Axion Energy with an effective decrease in interest.
c
Natural gas production volumes exclude gas consumed in operations within the lease boundaries of the producing field, but the related reserves are included in the group’s reserves.
Because of rounding, some totals may not agree exactly with the sum of their component parts.

The following tables provide additional data and disclosures in relation to our oil and gas operations.
Average sales price per unit of production (realizations«)a
$ per unit of production
Total
North South group
Europe America America Africa Asia Australasia average
Rest of
UK Europe US Americab Russia Asia
Subsidiaries
2019
Crude oilc 65.44 — 59.19 40.92 63.30 63.75 — 64.39 59.65 61.56
Natural gas liquids 29.58 — 14.67 — 25.86 31.89 — — 38.11 18.23
Gas 4.01 — 1.93 — 2.78 4.59 — 3.99 6.86 3.39
2018
Crude oilc 71.28 — 67.11 33.57 69.17 68.81 — 70.80 67.54 67.81
Natural gas liquids 31.63 — 25.81 — 35.74 39.14 — 92.47 52.14 29.42
Gas 7.71 — 2.43 — 3.08 4.82 — 3.85 7.97 3.92
2017
Crude oilc 53.67 — 49.98 36.80 55.44 53.61 — 52.88 53.26 51.71
Natural gas liquids 32.77 — 22.42 — 26.79 36.48 — — 39.39 26.00
Gas 5.09 — 2.36 — 2.25 3.82 — 3.44 6.14 3.19
Equity-accounted
entitiesd
2019
Crude oilc — 64.75 — — 56.85 — 57.00 — — 57.36
Natural gas liquidse — — — — 18.14 — N/A — — 20.40
Gas — 5.01 — — 3.98 — 1.83 — — 3.39
2018
Crude oilc — 70.24 — — 62.35 — 62.46 39.49 — 62.24
Natural gas liquidse — — — — — — N/A — — —
Gas — 7.93 — — 4.36 — 1.70 — — 2.50
2017
Crude oilc — 55.08 — — 49.97 — 45.66 15.61 — 42.33
Natural gas liquidse — — — — — — N/A — — —
Gas — 5.78 — — 4.49 — 1.63 — — 2.47
Average production cost per unit of productionf

$ per unit of production
Total
North South group
Europe America America Africa Asia Australasia average
Rest of
Subsidiaries
2019 13.22 — 8.46 13.36 3.36 7.95 — 5.15 2.33 6.84
2018 13.76 — 9.63 13.10 3.08 7.31 — 5.72 2.35 7.15
2017 14.58 — 8.68 15.02 4.41 6.47 — 6.37 2.79 7.11
Equity-accounted
entities
2019 — 12.51 — — 11.50 10.40 3.07 — — 5.13
2018 — 12.15 — — 10.61 — 3.09 5.92 — 4.16
2017 — 10.33 — — 11.92 — 3.19 3.27 — 4.32
a
Units of production are barrels for liquids and thousands of cubic feet for gas. Realizations include transfers between businesses, except in the case of Russia.
b
All of the production from Canada in Subsidiaries is bitumen.
c
d
In certain countries it is common for equity-accounted entities’ agreements to include pricing clauses that require selling a significant portion of the entitled production to local governments
or markets at discounted prices.
e
Natural gas liquids for Russia are included in crude oil.
f
Units of production are barrels for liquids and thousands of cubic feet for gas. Amounts do not include ad valorem and severance taxes.

Environmental expenditure Provisions for environmental remediation and decommissioning are
usually established on a discounted basis, as required by IAS 37
$ million ‘Provisions, Contingent Liabilities and Contingent Assets’.
2019 2018 2017
Further details of decommissioning and environmental provisions
Operating expenditure 511 501 441
appear in Financial statements – Note 23.
Capital expenditure 468 449 487
Clean-ups 23 31 22
Additions to environmental
Regulation of the group’s business
remediation provision 272 428 249 BP’s activities are subject to a broad range of EU, US, international,
Increase (decrease) in national, regional, and local legislation and regulations, including
decommissioning provision 1,045 137 (228) legislation that implements international conventions and protocols.
These cover virtually all aspects of BP’s activities and include matters
Operating and capital expenditure on the prevention, control, such as licence acquisition, production rates, royalties, environmental,
treatment or elimination of air and water emissions and solid waste is health and safety protection, fuel specifications and transportation,
often not incurred as a separately identifiable transaction. Instead, it trading, pricing, anti-trust, export, taxes, and foreign exchange.
forms part of a larger transaction that includes, for example, normal
operations and maintenance expenditure. The figures for Following the UK’s exit from the European Union on 31 January 2020,
environmental operating and capital expenditure in the table are the UK has now entered a transition period which, unless extended,
therefore estimates, based on the definitions and guidelines of the is due to run until 31 December 2020. During the transition period,
American Petroleum Institute. most EU law will continue to apply to the UK and therefore to BP’s
UK business during that period. The vast majority of environment-
Environmental operating expenditure of $511 million in 2019 (2018 related statutory instruments passed by the UK Government in
$501 million) showed an overall increase of 2%, with increases in anticipation of Brexit have included no substantive changes to the
Upstream costs (due in large part to increases in expenditure current EU underlying regime, but rather seek to make the
associated with the acquisitions of BHP assets into BPX Energy) amendments required to allow their continued operation after the
largely balanced out by slight reductions in costs for Downstream and transition period. The UK Government’s Environment Bill and 25 Year
Shipping. Plan will be central to the UK’s environmental regime going forward
Environmental capital expenditure in 2019 was slightly higher overall but further changes are as yet uncertain. The following section
than in 2018 largely due to increased costs in Upstream, due in large describes EU laws and regulations relevant to our business both in
part to increases in expenditure associated with the acquisitions of the UK and the EU.
BHP assets into BPX Energy.
Upstream contractual and regulatory framework
Clean-up costs were $23 million in 2019 (2018 $31 million)
representing oil spill clean-up costs and other associated remediation The terms and conditions of the leases, licences and contracts under
and disposal costs. The reduction compared to 2018 results largely which our upstream oil and gas interests are held vary from country
from the downstream business where clean-up costs in BP Pipelines to country. These leases, licences and contracts are generally granted
(North America) were significantly lower than in 2018. by or entered into with a government entity or state-owned or
controlled company and are sometimes entered into with private
In addition to operating and capital expenditure, we also establish property owners. Arrangements with governmental or state entities
provisions for future environmental remediation work. Expenditure usually take the form of licences or production-sharing agreements
against such provisions normally occurs in subsequent periods and is (PSAs), although arrangements with US government entities are
not included in environmental operating expenditure reported for such usually by lease. Arrangements with private property owners are also
periods. usually in the form of leases.
Provisions for environmental remediation are made when a clean-up Licences (or concessions) give the holder the right to explore for,
is probable and the amount of the obligation can be reliably develop and produce a commercial discovery. Under a licence, the
estimated. Generally, this coincides with the commitment to a formal holder bears the risk of exploration, development and production
plan of action or, if earlier, on divestment or on closure of inactive activities and provides the financing for these operations. In principle,
sites. the licence holder is entitled to all production, minus any royalties that
The extent and cost of future environmental restoration, remediation are payable in kind. A licence holder is generally required to pay
and abatement programmes are inherently difficult to estimate. They production taxes or royalties, which may be in cash or in kind.
often depend on the extent of contamination, and the associated In certain countries, separate licences are required for exploration and
impact and timing of the corrective actions required, technological production activities, and in some cases production licences are
feasibility and BP’s share of liability. Though the costs of future limited to only a portion of the area covered by the original exploration
programmes could be significant and may be material to the results licence. Both exploration and production licences are generally for a
of operations in the period in which they are recognized, it is not specified period of time. In the US, leases from the US government
expected that such costs will be material to the group’s overall results typically remain in effect for a specified term, but may be extended
of operations or financial position. beyond that term as long as there is production in paying quantities.
Additions to our environmental remediation provision was similar to The term of BP’s licences and the extent to which these licences may
prior years and also reflects scope reassessments of the remediation be renewed vary from country to country.
plans of a number of our sites in the US and Canada. The charge for PSAs entered into with a government entity or state-owned or
environmental remediation provisions in 2019 included $9 million in controlled company generally require BP (alone or with other
respect of provisions for new sites (2018 $8 million and 2017 $8 contracting companies) to provide all the financing and bear the risk
million). of exploration and production activities in exchange for a share of the
In addition, we make provisions on installation of our oil and gas production remaining after royalties, if any. Less typically, BP may
producing assets and related pipelines to meet the cost of eventual explore for, develop and produce hydrocarbons under a service
decommissioning. On installation of an oil or natural gas production agreement with the host entity in exchange for reimbursement of
facility, a provision is established that represents the discounted value costs and/or a fee paid in cash rather than production.
of the expected future cost of decommissioning the asset. BP frequently conducts its exploration and production activities in
In 2019, the net increase in the decommissioning provision was due joint arrangements or co-ownership arrangements with other
to a change in the discount rate and a detailed reviews of expected international oil companies, state-owned or controlled companies
future costs. and/or private companies. These joint arrangements may be
incorporated or unincorporated arrangements, while the co-
We undertake periodic reviews of existing provisions. These reviews ownerships are typically unincorporated. Whether incorporated or
take account of revised cost assumptions, changes in unincorporated, relevant agreements set out each party’s level of
decommissioning requirements and any technological developments.

participation or ownership interest in the joint arrangement or co- carbon emissions commitment can be expected in the future. These
ownership. Conventionally, all costs, benefits, rights, obligations, measures could increase BP’s production costs for certain products,
liabilities and risks incurred in carrying out joint arrangement or co- increase compliance and litigation costs, increase demand for
ownership operations under a lease, licence or PSA are shared competing energy alternatives or products with lower-carbon
among the joint arrangement or co-owning parties according to these intensity, and affect the sales and specifications of many of BP’s
agreed ownership interests. Ownership of joint arrangement or co- products. Further, such measures could lead to constraints on
owned property and hydrocarbons to which the joint arrangement or production and supply and access to new reserves, particularly due to
co-ownership is entitled is also shared in these proportions. To the the long term nature of many of BP’s projects. Current and
extent that any liabilities arise, whether to governments or third announced measures and developments potentially affecting BP’s
parties, or as between the joint arrangement parties or co-owners businesses include the following:
themselves, each joint arrangement party or co-owner will generally
be liable to meet these in proportion to its ownership interest. In United States
many upstream operations, a party (known as the operator) will be In the US, BP's operations are affected by GHG regulation in a
appointed (pursuant to a joint operating agreement) to carry out day- number of ways. The federal Clean Air Act (CAA), for example,
to-day operations on behalf of the joint arrangement or co-ownership. regulates air emissions, permitting, fuel specifications and other
The operator is typically one of the joint arrangement parties or a co- aspects of our production, refining, distribution and marketing
owner and will carry out its duties either through its own staff, or by activities.
contracting out various elements to third-party contractors or service Environmental Protection Agency (EPA) regulations aimed at limiting
providers. BP acts as operator on behalf of joint arrangements and co- methane emissions from new and modified sources in the oil and
ownerships in a number of countries. natural gas sector in the US by 40-45% from 2012 levels by 2025
Frequently, work (including drilling and related activities) will be were introduced by the Obama administration. In August 2019,
contracted out to third-party service providers. The relevant contract however, the EPA issued a new proposed rule to that would both
will specify the work, the remuneration, and typically the risk rescind certain methane regulations and potentially remove storage
allocation between the parties. Depending on the service to be and transmission facilities from the regulatory scheme. In addition,
provided, the contract may also contain provisions allocating risks and the Bureau of Land Management (BLM) in 2018 issued a new waste
liabilities associated with pollution and environmental damage, prevention rule which rescinded the prior 2017 rule regarding
damage to a well or hydrocarbon reservoirs and for claims from third methane regulation on federal lands. The EPA rule and the new BLM
parties or other losses. The allocation of those risks vary among rule are being challenged by states and NGOs. The final outcome of
contracts and are determined through negotiation between the the rule revisions and legal challenges with respect to these EPA and
parties. BLM rules is uncertain.
In general, BP incurs income tax on income generated from In 2019, the EPA issued the final Affordable Clean Energy (ACE) Rule,
production activities (whether under a licence or PSA). In addition, which is intended to address GHG emissions from certain existing
depending on the area, BP’s production activities may be subject to a sources in the electricity sector, and which is intended to replace the
range of other taxes, levies and assessments, including special Obama-administration’s Clean Power Plan (CPP). A number of
petroleum taxes and revenue taxes. The taxes imposed on oil and gas lawsuits have been filed regarding the legality of the ACE Rule and
production profits and activities may be substantially higher than the repeal of the CPP regulations. The outcome with respect to these
those imposed on other activities, for example in Abu Dhabi, Angola, rules may affect electricity generation practices and prices, reliability
Egypt, Norway, the UK, the US, Russia and Trinidad & Tobago. of electricity supply, and regulatory requirements affecting other GHG
emission sources in other sectors and have potential impacts on
Greenhouse gas regulation combined heat and power installations.
In December 2015, nearly 200 nations at the United Nations climate The Energy Policy Act of 2005 and the Energy Independence and
change conference in Paris (COP21) agreed the Paris Agreement, for Security Act of 2007 impose the Renewable Fuel Standard (RFS),
implementation post-2020. The Paris Agreement aims to hold the requiring transportation fuel sold in the United States to contain a
increase in the global average temperature to well below 2°C above minimum volume of renewable fuels. Certain state initiatives impose
pre-industrial levels and to pursue efforts to limit the temperature lower GHG emissions thresholds for transportation fuels (e.g., in
increase to 1.5°C above pre-industrial levels. There is no quantitative California and Oregon). In 2019, EPA promulgated regulations easing
long-term emissions goal. However, countries aim to reach global volatility requirements for certain categories of gasoline and revising
peaking of greenhouse gas (GHG) emissions as soon as possible and certain elements of the RFS credit-trading programme, which is the
to undertake rapid reductions thereafter, so as to achieve a balance open market for renewables credit trading.
between human caused emissions by sources and removals by sinks The GHG mandatory reporting rule (GHGMRR), requires annual GHG
of GHGs in the second half of this century. The Paris Agreement emissions reports to be filed with the EPA. In addition to direct
commits all parties to submit Nationally Determined Contributions emissions from affected facilities, producers and importers/exporters
(NDCs) (i.e. pledges or plans of climate action) and pursue domestic of petroleum products, certain natural gas liquids and GHG products
measures aimed at achieving the objectives of their NDCs. Developed are required to report product volumes and notional GHG emissions
country NDCs should include absolute emission reduction targets, as if these products were fully combusted.
and developing countries are encouraged to move towards absolute
emission reduction targets over time. The Paris Agreement places A number of states, municipalities and regional organizations have
binding commitments on countries to report on their emissions and responded to current and proposed federal changes easing
progress made on their NDCs and to undergo international review of environmental regulation with separate initiatives that affect our US
collective progress. It also requires countries to submit revised NDCs operations. For example, the California cap and trade programme
every five years, which are expected to be more ambitious with each started in January 2012 and expanded to cover emissions from
revision. Global assessments of progress will occur every five years, transportation fuels in 2015. The State of Washington has adopted a
starting in 2023. On 1 June 2017, the US announced that it will carbon cap rule although the state’s supreme court has modified the
withdraw from the Paris Agreement. The process for withdrawal can rule to exclude coverage of sales and distribution of petroleum fuels.
be completed no earlier than 4 November 2020. Our US businesses are subject to increased GHG and other
Recent annual United Nations climate change conferences have environmental requirements and regulatory uncertainty, including
established a ‘Paris Rulebook’ defining how some elements of the that future US administrations could revise or revoke current
Paris Agreement will be implemented. Rules for implementing Article administration programs, as well as increased expenditures in having
6, which could enable international carbon trading to assist in meeting to comply with numerous diverse and non-uniform regulatory
NDCs, have not been agreed. This has now been deferred to COP26 initiatives at the state and local level.
to take place in Glasgow, Scotland in November 2020.
European Union
More stringent national and regional measures relating to the • The EU has adopted various measures seeking to reduce GHG
transition to a lower carbon economy, such as the UK's 2050 net zero emissions and encourage renewables. A set of regulatory

measures were adopted which included: a collective national of offsets or payments into a provincial emissions technology fund.
reduction target for emissions not covered by the EU Emissions Emissions not covered under these regulations are subject to
Trading System (EU ETS) Directive; binding national renewable escalating Federal carbon emissions backstop pricing. Additional
energy targets (including targets in the transport sector) under the requirements are in place relating to electricity generation sources
Renewable Energy Directive; and a legal framework to promote and limits on overall oil sands emissions.
carbon capture and storage (CCS).
• The Canadian federal climate change regulations include a national
• In 2014 EU leaders adopted a climate and energy framework backstop carbon price starting at C$20/tonne in 2019 and escalating
setting targets for the year 2030 including at least 40% cuts in to C$50/tonne by 2022 (or equivalent system for provinces with
GHG emissions from 1990 levels. The GHG reduction target is to be cap-and-trade systems), with provincial implementation of the price
achieved by a 43% reduction of emissions from sectors covered by and associated large emitters pricing system, use of any funds
the EU ETS, and a 30% GHG reduction by Member States for all generated, and outcome reporting. Newfoundland & Labrador and
other GHG emissions. Measures to achieve the 2030 targets Nova Scotia have implemented regulations that meet equivalency
include a significant revision of the EU ETS for Phase 4 addressing requirements of the Federal regulations via economy wide carbon
surplus allowances and the amount of free allocation for sectors taxes on fuels and large emitter programs (intensity based for
prone to international competition. In November 2018 a 32% share Newfoundland & Labrador and cap and trade for Nova Scotia).
of renewable energy and a 32.5% increase in energy efficiency was
agreed which must be met by EU Member States by 2030. It also
• China is operating emission trading pilot programmes in five cities
and three provinces. One of BP's subsidiaries and one of BP’s joint
sets a renewable energy target of 14% for the transportation
venture companies in China are participating in these schemes.
sector.
China launched its national emissions trading market (initially
• In December 2019 the European Commission proposed an covering the power sector only) politically in 2017 with a three-step
ambitious ‘European Green Deal’. These proposals will require roadmap (“National ETS”). The National ETS will not supersede the
formal approval by European Member States and include: above eight pilot programmes immediately but allow those pilot
schemes to be incorporated into the national scheme gradually. In
– a climate neutrality commitment for 2050 and raising the the short term, the existing pilot schemes are expected to operate
2030 ambition to at least 50% GHG reductions by 2030 from
in parallel covering the non-power sectors. In March 2018, the new
1990 levels, up from the 40% currently agreed;
Ministry of Ecology and Environment was established as part of the
– a proposal to enshrine the 2050 climate-neutrality target into overall ministerial restructuring which absorbs the climate change
legislation; responsibilities previously under the National Development and
Reform Commission and takes charge of the development of the
– a plan to extend the Emissions Trading System to include the National ETS. As of December 2019, the National ETS is still at the
maritime sector and reduce the allowances allocated for free first phase (infrastructure development phase) and preparing for
to airlines; the second phase (simulation trading phase).
– a proposal to implement a carbon border tax adjustment to • China has also adopted more stringent vehicle tailpipe emission
protect European industry from carbon leakage; and standards and vehicle efficiency standards to address air pollution
– a review of the Energy Taxation Directive, with the aim of and GHG emissions. These standards will have an impact on
harmonising and directing energy taxation across the transportation fuel product mix and overall demand. In addition,
member states. China has also introduced a mandate for sales of new energy
vehicles (NEVs) commencing in 2020. This has been accelerating
• The Medium Combustion Plants Directive 2015 (MCPD) regulates NEV penetration into the light vehicle sector and impact light fuel
sulphur dioxide (SO2), nitrogen oxides (NOx) and particulates demand.
emissions and monitoring of carbon monoxide (CO) emissions from
certain mid-size plants. It applies to new plants and by 2025 or For information on the steps that BP is taking in relation to climate
2030 to existing plants, depending on their size. change issues and for details of BP’s GHG reporting, see
Sustainability – Environment on page 40.
• The National Emission Ceilings Directive 2016 (NECD) introduces
stricter emissions limits from 2020 and 2030, with new indicative Other environmental regulation
national targets applying from 2025. NECD has been implemented Current and proposed fuel and product specifications, emission
in the UK by the National Emission Ceilings Regulations 2018. Each controls (including control of vehicle emissions), climate change
EU Member State was also required to produce a National Air programmes and regulation of unconventional oil and gas extraction
Pollution Control Programme setting out the measures it will take under a number of environmental laws may have a significant effect
to ensure compliance with the 2020 and 2030 reduction on the production, sale and profitability of many of BP’s products.
commitments.
Environmental laws also require BP to remediate and restore areas
• The EU Fuel Quality Directive affects our production and marketing affected by the release of hazardous substances or hydrocarbons
of transport fuels. Revisions adopted in 2009 mandate reductions associated with our operations or properties. These laws may apply to
in the life cycle GHG emissions per unit of energy and tighter sites that BP currently owns or operates, sites that it previously
environmental fuel quality standards for petrol and diesel. owned or operated, or sites used for the disposal of its and other
parties’ waste. See Financial Statements – Note 23 for information on
• In December 2019 the Dutch Supreme Court (De Hoge Raad) ruled
provisions for environmental restoration and remediation.
that the Dutch Government must reduce gross GHG Emissions in
the Netherlands by 25% based on 1990 levels. The Dutch A number of pending or anticipated governmental proceedings
Government is expected to publish its policy proposals to achieve against certain BP group companies under environmental laws could
the 25% target in early 2020. result in monetary or other sanctions. Group companies are also
subject to environmental claims for personal injury and property
• The German Government has passed a national emissions trading damage alleging the release of, or exposure to, hazardous
law that will in a first phase include limits on emissions from
substances. The costs associated with future environmental
transport and heating fuels. Impacted fuel suppliers in Germany will
remediation obligations, governmental proceedings and claims could
pay a fixed price for emissions certificates of EUR 25 per tonne
be significant and may be material to the results of operations in the
CO2 in 2021 rising to EUR 55 per tonne by 2025. From 2026
period in which they are recognized. We cannot accurately predict the
emissions certificates will be auctioned but with prices limited
effects of future developments, such as stricter environmental laws
between EUR 55 and EUR 65 per tonne CO2 emitted.
or enforcement policies, or future events at our facilities, on the
Other group, and there can be no assurance that material liabilities and
• Alberta Province has adopted large facility carbon emission costs will not be incurred in the future. For a discussion of the group’s
regulations requiring reductions in carbon intensity year-on-year environmental expenditure, see page 314 and for a discussion of legal
which can be met by improving emissions intensity, the purchase proceedings, see page 319.

A significant proportion of our fixed assets are located in the US and • The Resource Conservation and Recovery Act regulates the
the EU. US and EU environmental, health and safety regulations generation, storage, transportation and disposal of wastes
significantly affect BP’s operations. Significant legislation and associated with our operations and can require corrective action at
regulation in the US and the EU affecting our businesses and locations where such wastes have been disposed of or released.
profitability include the following:
• The Comprehensive Environmental Response, Compensation, and
United States Liability Act (CERCLA) can, in certain circumstances, impose the
• The Trump administration has issued a number of Executive Orders entire cost of investigation and remediation on a party who owned
affecting federal permitting and rulemaking processes that seek to or operated a site contaminated with a hazardous substance, or
reduce regulatory burdens placed on manufacturing generally and who arranged for disposal of a hazardous substance at a site. BP
the energy industry specifically. It is not clear how much or how has incurred, or is likely to incur, liability under CERCLA or similar
quickly these regulatory requirements will be reduced given state laws, including costs attributed to insolvent or unidentified
statutory and rulemaking constraints and the likely legal challenges parties. BP is also subject to claims for remediation costs and
to some of these initiatives which can result in regulatory natural resource damages under other federal and state laws which
uncertainty and compliance challenges for our operations. also require notification of spills to designated government
agencies.
• The National Environmental Policy Act (NEPA) requires an
environmental analysis prior to undertaking any major federal action • The Emergency Planning and Community Right-to-Know Act
that significantly affects the environment, which includes the requires reporting on the storage, use and releases of certain
issuance of federal permits. The environmental reviews required by quantities of listed hazardous substances to designated
NEPA can delay, modify or block projects. State law analogues to government agencies.
NEPA could also limit or delay our projects. The Trump
administration has taken steps to significantly modify and
• The Toxic Substances Control Act (TSCA) regulates BP’s
manufacture, import, export, sale and use of chemical substances
streamline the NEPA review process for major infrastructure
and products. In addition, EPA has revised processes and
projects including energy production, pipeline and transmission
procedures for prioritization of existing chemicals for risk
systems. The timing and effect on our operations remain uncertain
evaluation, assessment and management. Agency actions and
and any final rule is likely to face legal challenges.
announcements are monitored regularly to identify developments
• As discussed above under ‘Greenhouse gas regulation’, US fuel with potential impacts on chemical substances important to BP
markets are affected by EPA regulation of light, medium and heavy products and operations. Thus far, two substances have been
duty vehicle emissions (both fuel economy and tailpipe standards) identified for specific ongoing monitoring of developments and
as well as for non-road engines and vehicles and certain large GHG impacts.
stationary emission sources. California also imposes Low Emission
Vehicle (LEV) and Zero Emission Vehicle (ZEV) standards on vehicle
• The Occupational Safety and Health Act imposes workplace safety
and health requirements on BP operations along with significant
manufacturers and a number of other states, as allowed by CAA
process safety management obligations (PSM), requiring
authority, have adopted standards identical to California’s
continuous evaluation and improvement of operational practices to
standards. These regulations may impact fuel demand and product
enhance safety and reduce workplace emissions at gas
mix in California and those states adopting LEV and ZEV standards
processing, refining and other regulated facilities. The US
and may impact BP’s product mix and demand for particular
Occupational Safety and Health Administration (OSHA) conducts
products. The Trump administration has challenged California’s
inspections under the National Emphasis Program to ensure
authority to impose stricter vehicle emission standards, which are
compliance with PSM requirements in both refineries and chemical
followed by numerous other states, and the outcome of this
plants.
challenge remains uncertain.
• In 2018 the Trump administration proposed rolling back the Obama • The Oil Pollution Act 1990 (OPA) imposes operational
requirements, liability standards and other obligations governing
administration’s fuel economy and tailpipe carbon dioxide
the transportation of petroleum products in US waters. States may
emissions standards for passenger cars and light trucks covering
impose additional obligations. Alaska and the West Coast states
model years (MY) 2021 through 2026 by locking in the 2020
currently have the most demanding state requirements.
standards until 2026. It has also proposed eliminating the waiver
allowing California to set its own LEV and ZEV standards and for • The Outer Continental Shelf Land Act, the MLA and other statutes
other states to adopt standards identical to California. In give the Department of Interior (DOI) and the BLM authority to
September 2019, NHTSA and EPA issued part one of One National regulate operations and air emissions, including equipment and
Program for fuel economy regulation by announcing EPA's decision testing, on offshore and onshore operations on federal lands
to withdraw California's waiver of pre-emption for its LEV and ZEV subject to DOI authority.
standards and finalizing the Department of Transportation’s
regulatory text relating to pre-emption of state fuel economy • The Endangered Species Act and Marine Mammal Protection Act
standards. California and twenty-five states and cities filed a protect certain species’ habitats from adverse human impacts by
lawsuit challenging those regulations. The outcome of that litigation restricting operations or development at certain times and in
is uncertain. certain places. With an increasing number of species being
protected, we have experienced increasing restrictions on our
• In January 2020, EPA issued an Advance Notice of Proposed Rule activities.
(ANPR) soliciting pre-proposal comments on a rulemaking known
as the Cleaner Trucks Initiative. The rule would establish new European Union
emission standards for oxides of nitrogen (NOx) and other • The Industrial Emissions Directive (IED) 2010 provides the
pollutants for highway heavy-duty engines. It would seek to framework for granting permits for major industrial sites. It lays
streamline and improve certification procedures to reduce costs for down rules on integrated prevention and control of air, water and
engine manufacturers. California is also working on tighter heavy- soil pollution arising from industrial activities. As part of the IED
duty engine NOx standards. EPA has not notified fuels suppliers of framework, additional emission limit values are informed by sector
any expected fuel specification changes that would be included specific and cross-sector Best Available Technology (BAT)
with these new engine standards and BP continues to monitor this Conclusions. These include the BAT Conclusions for the refining
rule for implications for fuels. sector, for large combustion plants as well as common wastewater
and waste gas treatment and management systems in the
• The Clean Water Act regulates wastewater and other effluent chemical sector these may require BP to further reduce its
discharges from BP’s facilities, and BP is required to obtain emissions, particularly its air and water emissions.
discharge permits, install control equipment and implement
operational controls and preventative measures. • The EU regulation on ozone depleting substances 2009 (ODS
Regulation) requires companies to reduce the use of ozone
depleting substances (ODSs) and phase out use of certain ODSs.

BP continues to replace ODSs in refrigerants and/or equipment in Turkey has published REACH-like regulations, known as KKDIK, as
the EU and elsewhere, in accordance with the Montreal Protocol well as related implementation schedules and substance
and related legislation. The Kigali Amendment to the Montreal registrations.
Protocol (which aims to reduce hydrofluorocarbons) came into Regulations governing the discharge of treated water have also been
force on 1 January 2019. In addition, the EU regulation on developed in countries outside of the US and EU. This includes
fluorinated GHGs with high global warming potential (the F-gas regulations in Trinidad and Angola. In Trinidad, BP is upgrading its
Regulations) require a phase-out of certain hydrofluorocarbons, water treatment facilities to meet consent levels agreed with the
based on global warming potential. regulators to apply water discharge rules arising from the Certificate
• European regulations also establish passenger car performance of Environmental Clearance (CEC) Regulations 2001 and associated
standards for CO2 tailpipe emissions (European Regulation (EC) No Water Pollution Rules 2007. In Angola, BP has upgraded produced
443/2009). By 2021, the European passenger fleet emissions water treatment systems to meet revised oil in water limits for
target for new vehicles will be 95 grams of CO2 per kilometre. This produced water discharge under Executive Decree ED 97-14.
target will be achieved by manufacturing fuel efficient vehicles and The Abidjan Convention, along with the Additional Protocol published
vehicles using alternative, low carbon fuels such as hydrogen and in 2012, sets environmental quality standards for the discharge of
electricity. In addition, vehicle emission test cycles and vehicle type chemicals to the marine environment. The convention and associated
approval procedures are being updated to improve accuracy of protocols has been ratified by 19 African nations including Senegal
emission and efficiency measurements. European vehicle CO2 and Mauritania. BP is currently designing produced water
emission regulations also impact the fuel efficiency of vans. By management systems to meet the environmental quality standards
2020, the EU fleet of newly registered vans must meet a target of for our future gas operations in Mauritania and Senegal.
147 grams of CO2 per kilometre, which is 19% below the 2012
fleet average. Environmental maritime regulations
• In 2019, the European Parliament and the Council adopted BP’s shipping operations are subject to extensive national and
Regulation (EU) 2019/631 setting CO2 emission performance international regulations governing liability, operations, training, spill
standards for new passenger cars and for new light commercial prevention and insurance. These include:
vehicles (vans) in the EU for the period after 2020. From a 2021 • Liability and spill prevention and planning requirements governing,
baseline, it requires EU fleet-wide reductions of 15% by 2025 and among others, tankers, barges, and offshore facilities are imposed
37.5% by 2030 for passenger cars, and 15% by 2025 and 31% by by OPA in US waters. OPA also mandates a levy on imported and
2030 for new light commercial vehicles. domestically produced oil to fund oil spill responses. Some states,
• The EU Registration, Evaluation Authorization and Restriction of including Alaska, Washington, Oregon and California, impose
Chemicals (REACH) Regulation 2006 requires registration of additional liability for oil spills. Outside US territorial waters, BP
chemical substances manufactured in or imported into the EU, Shipping tankers are subject to international liability, spill response
together with the submission of relevant hazard and risk data. and preparedness regulations under the UN’s International
REACH affects our manufacturing or trading/import operations in Maritime Organization (IMO), including the International
the EU. BP maintains compliance by checking whether imports are Convention on Civil Liability for Oil Pollution Damage, the
covered by the registrations of non-EU suppliers’ representatives, International Convention for the Prevention of Pollution from Ships
preparing and submitting registration dossiers to cover new (MARPOL), the International Convention on Oil Pollution,
manufactured and imported substances, and updating previously Preparedness, Response and Co-operation, and the International
submitted registrations as required. Some substances registered Convention on Civil Liability for Bunker Oil Pollution Damage. In
previously, including substances supplied to us by third parties for April 2010, the Hazardous and Noxious Substance (HNS) Protocol
our use, are now subject to evaluation and review for potential 2010 was adopted to address issues that have inhibited ratification
authorization or restriction procedures, and possible banning, by of the International Convention on Liability and Compensation for
the European Chemicals Agency and EU member state authorities. Damage in Connection with the Carriage of Hazardous and Noxious
In addition, BP’s facilities and operations in several EU countries Substances by Sea 1996. As at 31 December 2019, the HNS
continue to undergo REACH compliance inspections by the Convention had not entered into force.
competent authority for the respective EU member state. An • A global sulphur cap of 0.5% applies to marine fuel under
amendment to the Annex of the Regulation on classification, MARPOL. In order to comply, ships will either need to consume
labelling and packaging of substances and mixture (CLP low sulphur marine fuels, operate on alternative low sulphur fuels
Regulation) requires harmonized notification of information on such as LNG or implement approved abatement technology to
hazardous materials (certain lubricant and fuel formations) to EU enable them to meet the low sulphur emissions requirements
member state poison centres. The uniform notification rules will while continuing to use higher sulphur fuel. This new global cap will
apply as of January 2020 for consumer products, from 2021 for not alter the lower limits that apply in the sulphur oxides Emissions
professional and 2024 for industrial uses. Control Areas established by the IMO.
• The EU Offshore Safety Directive was adopted in 2013. Its purpose • In December 2019 EPA finalized measures to facilitate smooth
is to introduce a harmonized regime aimed at reducing the implementation of IMO 2020. EPA finalized technical corrections
potential environmental, health and safety impacts of the offshore that will allow fuel suppliers to distribute distillate diesel fuel that
oil and gas industry throughout EU waters. The Directive has been complies with the 5,000 ppm international sulphur standard for
implemented in the UK primarily through the Offshore Installations ships instead of the fuel standards that otherwise apply to distillate
(Offshore Safety Directive) (Safety Case etc.) Regulations 2015. diesel fuel in the United States. The EPA clarified that fuel meeting
• The Water Framework Directive (WFD) published in 2000 aims to the 5,000 ppm global sulphur cap may not be used inside of
protect the quantity and quality of ground and surface waters of Emission Control Area (ECA) boundaries.
the EU member states. The implementation in the EU member • The Convention for the Protection of the Marine Environment of
states is still ongoing, planned to be finalised by 2027. At the the North-East Atlantic (OSPAR), aims to protect the marine
moment a Fitness Check (comprehensive policy evaluation) of the environment of the North-East Atlantic. OSPAR Recommendation
EU Water Legislation is ongoing, also covering the WFD and its 2001/1 regulates the management of produced water from
daughter directives (Groundwater Directive and Environmental offshore installations in the North Sea including reductions in the
Quality Standards Directive). The outcome of the policy evaluation, total quantity of oil in produced water and a performance standard
expected to be published in 2020, may require additional for dispersed oil in produced water discharged into the sea.
compliance efforts and increased costs for managing freshwater Guidelines for the implementation of a risk-based approach to the
withdrawals and discharges from BP’s EU operations. management of produced water discharges from offshore
Other countries and regions installations supports a key goal of achieving a reduction of oil in
produced water discharged into the sea by 2020 to a level which

will adequately ensure that each of those discharges will present been settled or dismissed. On 19 July 2017 the district court held
no harm to the marine environment. that maritime claims by 215 plaintiffs would be subject to further
proceedings in MDL 2179 under OPA 90 and under general
To meet its financial responsibility requirements, BP Shipping
maritime law. Most of these have now been either settled or
maintains marine pollution liability insurance in respect of its operated
dismissed. On 5 February 2019, the district court issued a case
ships to a maximum limit of $1 billion for each occurrence through
management order addressing the 184 remaining plaintiffs in
mutual insurance associations (P&I Clubs), although there can be no
MDL 2179 with claims for economic loss or property damage. The
assurance that a spill will necessarily be adequately covered by
district court ordered BP and 69 of those plaintiffs to undertake
insurance or that liabilities will not exceed insurance recoveries.
mandatory mediation and so far this has resulted in settlement of
more than 40 plaintiffs’ claims. The district court ordered that BP
Legal proceedings file any dispositive motions as to the other 115 plaintiffs
(principally Mexican-resident plaintiffs who are fishermen or
Proceedings relating to the Deepwater Horizon oil fishing cooperatives) by 7 March 2019. BP moved to dismiss
spill those 115 claims on 7 March 2019, and its motion remains
pending.
Introduction
BP Exploration & Production Inc. (BPXP) was lease operator of Other civil complaints – personal injury
Mississippi Canyon, Block 252 in the Gulf of Mexico, where the The vast majority of post-explosion clean-up, medical monitoring
semi-submersible rig Deepwater Horizon was deployed at the and personal injury claims from individuals that either opted out
time of the 20 April 2010 explosion and fire and resulting oil spill of the 2012 PSC settlement and/or were excluded from that
(the Incident). Lawsuits and claims arising from the Incident were settlement have been dismissed.
brought principally in US federal and state courts.
In 2019, the district court in MDL 2179 determined in a series of
Many of the lawsuits in federal court relating to the Incident were proceedings that 923 plaintiffs had post-explosion clean-up,
consolidated into two multi-district litigation proceedings, one in medical monitoring and personal injury claims that complied with
federal district court in Houston for the securities cases (MDL the court’s prior order to show cause why their claims should not
2185) and another in federal district court in New Orleans for the be dismissed. Five plaintiffs have appealed their dismissal to the
remaining cases (MDL 2179). A Plaintiffs’ Steering Committee Fifth Circuit. Briefing is ongoing and oral argument and a decision
(PSC) was established to act on behalf of individual and business are expected in 2020.
plaintiffs in MDL 2179. All federal and state governmental claims
in relation to the Incident have now been settled or dismissed Individual securities litigation
and the 2014 administrative agreement with the US Following court approval of the settlement of a securities class action
Environmental Protection Agency and BP’s obligations thereunder brought on behalf of a class of post-explosion American depository
ended in March 2019. The remaining proceedings arising from the share (ADS) holders in 2017, there remained individual cases filed in
Incident are discussed below. state and federal courts by pension funds, investment funds and
advisers. These were against BP entities and several current and
PSC settlements former officers and directors seeking damages for alleged losses
those funds suffered because of their purchases and/or holdings of
PSC settlements – Economic and Property Damages Settlement
BP ordinary shares and, in certain cases, ADSs. The funds assert
Agreement
claims under English law and, for plaintiffs purchasing ADSs, federal
In 2012 the Economic and Property Damages Settlement was
securities law. All of the cases, with the exception of one case that
entered into with the PSC to resolve certain economic and
has been stayed, were transferred to MDL 2185. As at 31 December
property damage claims.
2019, 28 actions on behalf of 115 plaintiffs remained pending in MDL
The economic and property damages claims process, which is 2185. Pursuant to a scheduling order issued by the district court, fact
under court supervision through the settlement claims process and expert discovery with respect to 16 representative plaintiffs is
established by the Economic and Property Damages Settlement, scheduled to proceed through to August 2020 and dispositive
continued in 2019. Only a very small number of business motions are scheduled to be filed by 27 October 2020.
economic loss claims remain to be determined, although certain
business economic loss claims continue to be appealed by BP Canadian class actions
and/or the claimants. Following various legal proceedings, on 26 February 2016, a plaintiff
seeking to assert claims under Canadian law against BP on behalf of a
PSC settlements – Medical Benefits Class Action Settlement class of Canadian residents who allegedly suffered losses because of
In 2012 the Medical Benefits Class Action Settlement (Medical their purchase of BP ordinary shares and ADSs filed a motion in the
Settlement) was entered into with the PSC. It involves payments Court of Appeal for Ontario to lift a stay on the action. The plaintiff’s
to qualifying class members based on a matrix for certain motion was granted on 29 July 2016. On 1 September 2017 the court
Specified Physical Conditions (SPCs), as well as a 21-year granted in part and denied in part BP’s motion for summary
Periodic Medical Consultation Program (PMCP) for qualifying judgment, limiting the case to three alleged misstatements and
class members, and also includes provisions regarding class narrowing the class period. On 3 April 2018, the Court of Appeal for
members pursuing claims for later-manifested physical conditions Ontario affirmed that decision. On 24 June 2019, the plaintiff filed an
(LMPCs). amended complaint adding fraud claims. On 8 November 2019, the
The deadline for submitting SPC and PMCP claims was 12 court granted BP’s motion to dismiss the case in its entirety. On 6
February 2015. A total of 37,226 claims have been submitted. As December 2019, the plaintiff appealed that decision.
of 31 December 2019, 27,604 claims (comprising 22,831 SPC Non-US government lawsuits
claims and 4,773 PMCP claims) have been approved for On 18 October 2012, before a Mexican Federal District Court located
compensation totalling approximately $67 million; 9,621 claims in Mexico City, a class action complaint was filed against BP America
have been denied; and 1 claim is pending determination. Production Company (BPAPC) and other BP subsidiaries. The
In order to seek compensation from BP for an LMPC, class plaintiffs, who allegedly are fishermen, are seeking, among other
members must file a notice with the Medical Claims things, compensatory damages for the class members who allegedly
Administrator within 4 years after the date of first diagnosis of the suffered economic losses, as well as an order requiring BP to
LMPC. As of 31 December 2019, there were 2,701 pending remediate environmental damage resulting from the Incident, to
lawsuits brought by class members claiming LMPCs. provide funding for the preservation of the environment and to
conduct environmental impact studies in the Gulf of Mexico for the
Other civil complaints – economic loss next 10 years. On 27 June 2018, BP answered the complaint by
The vast majority of economic loss and property damage claims seeking dismissal on various grounds including that no oil reached
from individuals and businesses that either opted out of the 2012 Mexican waters or land and there was no economic or environmental
PSC settlement and/or were excluded from that settlement have harm in Mexico.

On 3 December 2015 and 29 March 2016, Acciones Colectivas de 14 July 2019 deadline. On 15 July 2019, BP made its first payment
Sinaloa (ACS) filed two class actions (which have since been under the terms of the settlement agreement. The second and final
consolidated) in a Mexican Federal District Court on behalf of several payment is due in July 2020.
Mexican states against BPXP, BPAPC, and other purported BP
subsidiaries. In these class actions, plaintiffs seek an order requiring Climate change
the BP defendants to repair the damage to the Gulf of Mexico, to pay BP p.l.c., BP America Inc. and BP Products North America Inc. are co-
penalties, and to compensate plaintiffs for damage to property, to defendants with other oil and gas companies in multiple lawsuits
health and for economic loss. BPXP and BPAPC opposed class brought in various state courts on behalf of several US cities and
certification and sought dismissal, principally on the basis that no oil counties, one state, and a crab fishing industry association. In the
reached Mexican waters or land and there was no economic or lawsuits, the plaintiffs generally plead a variety of legal theories
environmental harm in Mexico. On 25 September 2019, the court seeking to hold the defendant companies responsible for impacts
certified the class. On 15 October 2019, BP appealed that decision. allegedly caused by and/or relating to climate change and claim
damages. All of the cases remain at relatively early stages.
Other legal proceedings Louisiana Coastal restoration
FERC and CFTC matters Six coastal parishes and the State of Louisiana have filed over 40
Following an investigation by the US Federal Energy Regulatory separate lawsuits in state courts in Louisiana against various oil and
Commission (FERC) and the US Commodity Futures Trading gas companies seeking damages for coastal erosion. BP entities are
Commission (CFTC) of several BP entities, the Administrative defendants in 17 of these cases. The lawsuits allege that the
Law Judge of the FERC ruled on 13 August 2015 that BP defendants' historical operations in oil fields within the Louisiana
manipulated the market by selling next-day, fixed price natural onshore coastal zone failed to comply with state permits and/or were
gas at Houston Ship Channel in 2008 in order to suppress the conducted without the required coastal use permits. The plaintiffs
Gas Daily index and benefit its financial position. On 11 July 2016 seek unspecified statutory penalties and damages, including the
the FERC issued an Order affirming the initial decision and costs of restoring coastal wetlands allegedly impacted by oil field
directing BP to pay a civil penalty of $20.16 million and to operations. All of the cases are at relatively early stages.
disgorge $207,169 in unjust profits. On 10 August 2016, BP filed a In addition, four private landowners have filed separate claims in the
request for rehearing with the FERC. BP strongly disagrees with state courts in Jefferson and Plaquemines Parishes of Louisiana for
the FERC’s decision and will ultimately appeal to the US Court of restoration damages related to alleged impacts to their marshlands
Appeals if necessary. associated with historic oil field operations. BP entities are
defendants in three of these private landowner cases.
Lead paint matters
Since 1987, Atlantic Richfield Company (Atlantic Richfield), a
subsidiary of BP, has been named as a co-defendant in numerous International trade sanctions
lawsuits brought in the US alleging injury to persons and property During the period covered by this report, non-US subsidiaries, or
caused by lead pigment in paint. The majority of the lawsuits other non-US entities of BP, conducted limited activities in, or with
have been abandoned or dismissed against Atlantic Richfield. persons from, certain countries identified by the US Department of
Atlantic Richfield is named in these lawsuits as alleged State as State Sponsors of Terrorism or otherwise subject to US and
successor to International Smelting and Refining and another EU sanctions (Sanctioned Countries). Sanctions restrictions continue
company that manufactured lead pigment during the period to be insignificant to the group’s financial condition and results of
1920-1946. The plaintiffs include individuals and governmental operations. BP monitors its activities with Sanctioned Countries,
entities. Several of the lawsuits purport to be class actions. The persons from Sanctioned Countries and individuals and companies
lawsuits seek various remedies including compensation to lead- subject to US and EU sanctions and seeks to comply with applicable
poisoned children, cost to find and remove lead paint from sanctions laws and regulations.
buildings, medical monitoring and screening programmes, public
warning and education of lead hazards, reimbursement of BP has a 28.8% interest in and operates the Azerbaijan Shah Deniz
government healthcare costs and special education for lead- field (Shah Deniz) and a related gas pipeline entity, South Caucasus
poisoned citizens and punitive damages. No lawsuit against Pipeline Company Limited (SCPC), and has a 23% non-operating
Atlantic Richfield has been settled nor has Atlantic Richfield been interest in a related gas marketing entity, Azerbaijan Gas Supply
subject to a final adverse judgment in any proceeding. The Company Limited (AGSC). Naftiran Intertrade Co. Limited and NICO
amounts claimed and, if such suits were successful, the costs of SPV Limited (collectively, NICO) have a 10% non-operating interest in
implementing the remedies sought in the various cases could be each of Shah Deniz and SCPC and an 8% non-operating interest in
substantial. While it is not possible to predict the outcome of AGSC. Shah Deniz, SCPC and AGSC continue in operation as they
these legal actions, Atlantic Richfield believes that it has valid were excluded from the main operative provisions of the EU
defences. It intends to defend such actions vigorously and regulations as well as from the application of the US sanctions, and
believes that the incurrence of liability is remote. Consequently, fall within the exception for certain natural gas projects under Section
BP believes that the impact of these lawsuits on the group’s 603 of the Iran Threat Reduction and Syria Human Rights Act of 2012
results, financial position or liquidity will not be material. (ITRA).
On 3 December 2018 BP entered into an agreement with, among
Scharfstein v. BP West Coast Products, LLC
others, SOCAR and NICO pursuant to which SOCAR shall pay to BP
A class action lawsuit was filed against BP West Coast Products, LLC
Exploration Shah Deniz Limited (BPXSD), as the Shah Deniz Operator,
(BPWCP) in Oregon State Court under the Oregon Unlawful Trade
an amount in respect of compensation for NICO’s waiver of its right
Practices Act on behalf of customers who used a debit card at ARCO
to lift its share of Shah Deniz condensate. Such amounts shall be
gasoline stations in Oregon during the period 1 January 2011 to 30
used to cover cash calls to NICO in respect of operating costs due
August 2013, alleging that ARCO sites in Oregon failed to provide
from NICO to BPXSD. On 27 November 2019, OFAC issued a new
sufficient notice of the 35 cents per transaction debit card fee. In
licence in relation to these arrangements.
January 2014, the jury rendered a verdict against BPWCP and
awarded statutory damages of $200 per class member. On 25 August Following the imposition in 2011 of further US and EU sanctions
2015, the trial court determined the size of the class to be slightly in against Syria, BP terminated all sales of crude oil and petroleum
excess of two million members. On 31 May 2016 the trial court products into Syria, though BP continues to supply aviation fuel to
entered a judgment against BPWCP for the amount of $417.3 million. non-governmental Syrian resellers outside of Syria.
On 31 May 2018 the Oregon Court of Appeals affirmed the trial BP has a joint arrangement in Cuba which imports, manufactures,
court’s ruling. In March 2019, BP and the Plaintiffs agreed to a markets and sells lubricants.
settlement of the class action lawsuit, subject to final court approval.
On 4 June 2019 the court granted final approval of the settlement During 2014 the US and the EU imposed sanctions on certain Russian
agreement. The judgment dismissing the case was entered on 13 activities, individuals and entities, including Rosneft. Certain sectoral
June 2019. No appeal was taken from the judgment on or before the sanctions also apply to entities in which entities on the relevant

sectoral sanctions list own a certain percentage interest. In August Independence
2017, Russia related sanctions were passed in the US which target BP has adopted a robust set of board governance principles, which
among other things: (i) Russian energy export pipelines; (ii) reflect the UK Corporate Governance Code approach to corporate
privatisation of state owned assets in Russia; and (iii) certain governance. As such, the way in which BP makes determinations of
international offshore Arctic, deepwater and/or shale exploration and directors’ independence differs from the NYSE rules.
production oil projects. We are not aware of any material adverse
effect on our current income and investment in Russia or elsewhere BP’s board governance principles require that all non-executive
as a consequence of those sanctions. directors be determined by the board to be ‘independent in character
and judgement and free from any business or other relationship
BP maintains bank accounts and has registered and paid required which could materially interfere with the exercise of their judgement’.
fees to maintain registrations of patents and trademarks in certain The BP board has determined that, in its judgement, all of the non-
Sanctioned Countries. executive directors are independent. In doing so, however, the board
BP has equity interests in non-operated joint arrangements with air did not explicitly take into consideration the independence
fuel sellers, resellers, and fuel delivery services around the world. requirements outlined in the NYSE’s listing standards.
From time to time, the joint arrangement operator or other partners
may sell or deliver fuel to airlines from Sanctioned Countries or flights Committees
to Sanctioned Countries, without BP's involvement. BP has a number of board committees that are broadly comparable in
BP has no control over the activities non-controlled associates may purpose and composition to those required by NYSE rules for
undertake in Sanctioned Countries or with persons from Sanctioned domestic US companies. For instance, BP has a chairman’s (rather
Countries. than executive) committee and remuneration (rather than
compensation) committee. BP also has an audit committee, which
Disclosure pursuant to ITRA Section 219 NYSE rules require for both US companies and foreign private
issuers. These committees are composed solely of non-executive
To our knowledge, none of BP’s activities, transactions or dealings are
directors whom the board has determined to be independent, in the
required to be disclosed pursuant to ITRA Section 219.
manner described above.
Material contracts The BP board governance principles prescribe the composition, main
tasks and requirements of each of the committees (see the board
On 4 April 2016 the district court approved the Consent Decree committee reports on pages 90-99). BP has not, therefore, adopted
among BP Exploration & Production Inc., BP Corporation North separate charters for each committee but the board will focus on
America Inc., BP p.l.c., the United States and the states of Alabama, developing a new corporate governance framework as the successor
Florida, Louisiana, Mississippi and Texas (the Gulf states) which fully to the BP governance principles. This framework will reinforce the
and finally resolved any and all natural resource damages (NRD) effectiveness of the internal control framework and be more closely
claims of the United States, the Gulf states, and their respective aligned with BP’s new purpose and ambition.
natural resource trustees and all Clean Water Act (CWA) penalty
claims, and certain other claims of the United States and the Gulf Under US securities law and the listing standards of the NYSE, BP is
states. required to have an audit committee that satisfies the requirements
of Rule 10A-3 under the Exchange Act and Section 303A.06 of the
Concurrently, the definitive Settlement Agreement that BP entered NYSE Listed Company Manual. BP’s audit committee complies with
into with the Gulf states (Settlement Agreement) with respect to these requirements. The BP audit committee does not have direct
State claims for economic, property and other losses became responsibility for the appointment, reappointment or removal of the
effective. independent auditors. Instead, it follows the UK Companies Act 2006
BP has filed the Consent Decree and the Settlement Agreement as and the UK Corporate Governance code 2018 by making
exhibits to its Annual Report on Form 20-F 2019 filed with the SEC. recommendations to the board on these matters for it to put forward
For further details of the Consent Decree and the Settlement for shareholder approval at the AGM.
Agreement, see Legal proceedings in BP Annual Report and Form 20- One of the NYSE’s additional requirements for the audit committee
F 2015. states that at least one member of the audit committee is to have
‘accounting or related financial management expertise’. The board
Property, plant and equipment determined that Brendan Nelson possesses such expertise and also
possesses the financial and audit committee experiences set forth in
BP has freehold and leasehold interests in real estate and other
both the UK Corporate Governance Code and SEC rules (see Audit
tangible assets in numerous countries, but no individual property is
committee report on page 91). Mr Nelson is the audit committee
significant to the group as a whole. For more on the significant
financial expert as defined in Item 16A of Form 20-F.
subsidiaries of the group at 31 December 2019 and the group
percentage of ordinary share capital see Financial statements – Note Shareholder approval of equity compensation plans
37. For information on significant joint ventures« and associates« of
the group see Financial statements – Notes 16 and 17. The NYSE rules for US companies require that shareholders must be
given the opportunity to vote on all equity-compensation plans and
material revisions to those plans. BP complies with UK requirements
Related-party transactions that are similar to the NYSE rules. The board, however, does not
Transactions between the group and its significant joint ventures and explicitly take into consideration the NYSE’s detailed definition of
associates are summarized in Financial statements – Note 16 and what are considered ‘material revisions’.
Note 17. In the ordinary course of its business, the group enters into
transactions with various organizations with which some of its Code of ethics
directors or executive officers are associated. Except as described in The NYSE rules require that US companies adopt and disclose a code
this report, the group did not have any material transactions or of business conduct and ethics for directors, officers and employees.
transactions of an unusual nature with, and did not make loans to, BP has adopted a code of conduct, which applies to all employees
related parties in the period commencing 1 January 2019 to 3 March and members of the board, and has board governance principles that
2020. address the conduct of directors. In addition BP has adopted a code
of ethics for senior financial officers as required by the SEC. BP
Corporate governance practices considers that these codes and policies address the matters
specified in the NYSE rules for US companies.
In the US, BP ADSs are listed on the New York Stock Exchange
(NYSE). The significant differences between BP’s corporate
governance practices as a UK company and those required by NYSE
listing standards for US companies are listed as follows:

Code of ethics The company’s internal control over financial reporting includes
policies and procedures that pertain to the maintenance of records
The company has adopted a code of ethics for its group chief that, in reasonable detail, accurately and fairly reflect transactions and
executive, chief financial officer, group controller, group head of audit dispositions of assets; provide reasonable assurances that
and chief accounting officer as required by the provisions of transactions are recorded as necessary to permit preparation of
Section 406 of the Sarbanes-Oxley Act of 2002 and the rules issued financial statements in accordance with IFRS and that receipts and
by the SEC. There have been no waivers from the code of ethics expenditures are being made only in accordance with authorizations
relating to any officers. of management and the directors of BP; and provide reasonable
BP also has a code of conduct, which is applicable to all employees, assurance regarding prevention or timely detection of unauthorized
officers and members of the board. This was updated (and published) acquisition, use or disposition of BP’s assets that could have a
in July 2014. material effect on our financial statements. BP’s internal control over
financial reporting as of 31 December 2019 has been audited by
Deloitte LLP, an independent registered public accounting firm, as
Controls and procedures stated in their report appearing on page 151 of BP Annual Report and
Form 20-F 2019.
Evaluation of disclosure controls and procedures
The company maintains ‘disclosure controls and procedures’, as such Changes in internal control over financial reporting
term is defined in Exchange Act Rule 13a-15(e), that are designed to There were no changes in the group’s internal control over financial
ensure that information required to be disclosed in reports the reporting that occurred during the period covered by the Form 20-F
company files or submits under the Exchange Act is recorded, that have materially affected or are reasonably likely to materially
processed, summarized and reported within the time periods affect our internal control over financial reporting.
specified in the Securities and Exchange Commission rules and
forms, and that such information is accumulated and communicated
to management, including the company’s group chief executive and Principal accountant's fees and
chief financial officer, as appropriate, to allow timely decisions
regarding required disclosure.
services
The audit committee has established policies and procedures for the
In designing and evaluating our disclosure controls and procedures,
engagement of the independent registered public accounting firm,
our management, including the group chief executive and chief
Deloitte LLP, to render audit and certain assurance services. The
financial officer, recognize that any controls and procedures, no
policies provide for pre-approval by the audit committee of specifically
matter how well designed and operated, can provide only reasonable,
defined audit, audit-related, non-audit and other services that are not
not absolute, assurance that the objectives of the disclosure controls
prohibited by regulatory or other professional requirements. Deloitte
and procedures are met. Because of the inherent limitations in all
is engaged for these services when its expertise and experience of
control systems, no evaluation of controls can provide absolute
BP are important. Most of this work is of an audit nature. The
assurance that all control issues and instances of fraud within the
committee regularly reviews the policy, including in 2019, to assesses
company, if any, have been detected. Further, in the design and
whether the policy remains fit for purpose against the latest ethical
evaluation of our disclosure controls and procedures our management
standards and guidance. The committee will review the policy again in
necessarily was required to apply its judgement in evaluating the
2020 and the policy will be updated in line with the revised FRC 2019
costs and benefits of possible control and procedure design options.
Ethical Standards.
Also, we have investments in unconsolidated entities. As we do not
control these entities, our disclosure controls and procedures with Under the policy, pre-approval is given for specific services within the
respect to such entities are necessarily substantially more limited following categories: advice on accounting, auditing and financial
than those we maintain with respect to our consolidated subsidiaries. reporting matters; internal accounting and risk management control
Because of the inherent limitations in a cost-effective control system, reviews (excluding any services relating to information systems
misstatements due to error or fraud may occur and not be detected. design and implementation); non-statutory audit; project assurance
The company’s disclosure controls and procedures have been and advice on business and accounting process improvement
designed to meet, and management believes that they meet, (excluding any services relating to information systems design and
reasonable assurance standards. implementation relating to BP’s financial statements or accounting
records); due diligence in connection with acquisitions, disposals and
The company’s management, with the participation of the company’s
joint arrangements« (excluding valuation or involvement in
group chief executive and chief financial officer, has evaluated the
prospective financial information); provision of, or access to, Deloitte
effectiveness of the company’s disclosure controls and procedures
publications, workshops, seminars and other training materials;
pursuant to Exchange Act Rule 13a-15(b) as of the end of the period
provision of reports from data gathered on non-financial policies and
covered by this annual report. Based on that evaluation, the group
information; provision of the independent third party audit in
chief executive and chief financial officer have concluded that the
accordance with US Generally Accepted Government Auditing
company’s disclosure controls and procedures were effective at a
Standards, over the company’s Conflict Minerals Report – where such
reasonable assurance level.
a report is required under the SEC rule ‘Conflict Minerals’, issued in
Management’s report on internal control over accordance with Section 1502 of the Dodd Frank Act; and assistance
with understanding non-financial regulatory requirements. BP
financial reporting operates a two-tier system for audit and non-audit services. For audit
Management of BP is responsible for establishing and maintaining related services, the audit committee has a pre-approved aggregate
adequate internal control over financial reporting. BP’s internal control level, within which specific work may be approved by management.
over financial reporting is a process designed under the supervision Non-audit services are pre-approved for management to authorize per
of the principal executive and financial officers to provide reasonable individual engagement, but above a defined level must be approved
assurance regarding the reliability of financial reporting and the by the chairman of the audit committee or the full committee. In
preparation of BP’s financial statements for external reporting response to the revised regulatory guidelines of the UK Financial
purposes in accordance with IFRS. Reporting Council, the audit committee reviewed and updated its
As of the end of the 2019 fiscal year, management conducted an policies with effect from 1 January 2017 and in 2018 further updated
assessment of the effectiveness of internal control over financial its policies to clarify the engagement of the incoming auditor,
reporting in accordance with the criteria in the UK Financial Reporting Deloitte, and the outgoing auditor (and auditor of Rosneft) Ernst &
Council’s Guidance on Risk Management, Internal Control and Young to ensure independence. The defined maximum level for pre-
Related Financial and Business Reporting relating to internal control approval has been reduced in line with FRC guidance on ‘non-trivial’
over financial reporting. Based on this assessment, management has engagements. The audit committee has delegated to the chairman of
determined that BP’s internal control over financial reporting as of the audit committee authority to approve permitted services provided
31 December 2019 was effective. that the chairman reports any decisions to the committee at its next
scheduled meeting. Any proposed service not included in the

approved service list must be approved in advance by the audit Employees
committee chairman and reported to the committee, or approved by Disclosures in respect of how the directors have engaged with
the full audit committee in advance of commencement of the employees and had regard to their interests are included in How the
engagement. board has engaged with shareholders, the workforce and other
The audit committee evaluates the performance of the auditor each stakeholders on page 88 and section 172 statement on page 66.
year. The audit fees payable to Deloitte are reviewed by the The disclosures concerning policies in relation to the employment of
committee in the context of other global companies for cost disabled persons and employee involvement are included in
effectiveness. The committee keeps under review the scope and Sustainability – Our people on page 47.
results of audit work and the independence and objectivity of the
auditor. External regulation and BP policy requires the auditor to Employee share schemes
rotate its lead audit partner every five years. See Financial statements
Certain shares held as a result of participation in some employee
– Note 36 and Audit committee report on page 93 for details of fees
share plans carry voting rights. Voting rights in respect of such shares
for services provided by the auditor.
are exercisable via a nominee. Dividend waivers are in place in
respect of unallocated shares held in employee share plan trusts.
Directors’ report information
Suppliers, customers and others
This section of BP Annual Report and Form 20-F 2019 forms part of,
Disclosures in respect of how the directors have engaged with
and includes certain disclosures which are required by law to be
suppliers, customers and others in business relationships with the
included in, the Directors’ report.
company are included in How the board has engaged with
Indemnity provisions shareholders, the workforce and other stakeholders on page 88 and
section 172 statement on page 66.
In accordance with BP’s Articles of Association, on appointment each
director is granted an indemnity from the company in respect of Change of control provisions
liabilities incurred as a result of their office, to the extent permitted by
On 5 October 2015, the United States lodged with the district court in
law. These indemnities were in force throughout the financial year and
MDL 2179 a proposed Consent Decree between the United States,
at the date of this report. In respect of those liabilities for which
the Gulf states, BP Exploration & Production Inc., BP Corporation
directors may not be indemnified, the company maintained a
North America Inc. and BP p.l.c., to fully and finally resolve any and all
directors’ and officers’ liability insurance policy throughout 2019.
natural resource damages claims of the United States, the Gulf states
During the year, a review of the terms and scope of the policy was
and their respective natural resource trustees and all Clean Water Act
undertaken. The policy was renewed during 2018 and continued into
penalty claims, and certain other claims of the United States and the
2019. Although their defence costs may be met, neither the
Gulf states. Concurrently, BP entered into a definitive Settlement
company’s indemnity nor insurance provides cover in the event that
Agreement with the five Gulf states (Settlement Agreement) with
the director is proved to have acted fraudulently or dishonestly.
respect to state claims for economic, property and other losses. On
Certain subsidiaries are trustees of the group’s pension schemes.
4 April 2016, the district court approved the Consent Decree, at which
Each director of these subsidiaries«is granted an indemnity from the
time the Consent Decree and Settlement Agreement became
company in respect of liabilities incurred as a result of such a
effective. The federal government and the Gulf states may jointly
subsidiary’s activities as a trustee of the pension scheme, to the
elect to accelerate the payments under the Consent Decree in the
extent permitted by law. These indemnities were in force throughout
event of a change of control or insolvency of BP p.l.c., and the Gulf
the financial year and at the date of this report.
states individually have similar acceleration rights under the
Financial risk management objectives and policies Settlement Agreement. For further details of the Consent Decree and
the Settlement Agreement, see Legal proceedings in BP Annual
The disclosures in relation to financial risk management objectives
Report and Form 20-F 2015.
and policies, including the policy for hedging, are included in How we
manage risk on page 68, Liquidity and capital resources on page 301 Greenhouse gas emissions
and Financial statements – Notes 29 and 30.
The disclosures in relation to greenhouse gas emissions are included
Exposure to price risk, credit risk, liquidity risk and in Sustainability – Climate change on page 40.
cash flow risk
The disclosures in relation to exposure to price risk, credit risk,
Disclosures required under Listing
liquidity risk and cash flow risk are included in Financial statements –
Note 29.
Rule 9.8.4R
The information required to be disclosed by Listing Rule 9.8.4R can
Important events since the end of the financial year be located as set out below:
Disclosures of the particulars of the important events affecting BP Information required Page
which have occurred since the end of the financial year are included in (1) Amount of interest capitalized 180
the Strategic report as well as in other places in the Directors’ report. (2) – (11) Not applicable
(12), (13) Dividend waivers 323
Likely future developments in the business
(14) Not applicable
An indication of the likely future developments in the business of the
company is included in the Strategic report.
Research and development

Indications of our activities in the field of research and development
are provided throughout the Strategic report and the Directors’ report
including examples on pages 15 (technology and innovation), 16
(creating low carbon businesses), 28 and 65 (venturing), 31
(modernizing the group) and 57 (BP Infinia). See also page 180 for our
expenditure on research and development.
Branches
As a global group our interests and activities are held or operated
through subsidiaries, branches, joint arrangements« or associates«
established in – and subject to the laws and regulations of – many
different jurisdictions.

Cautionary statement annual synergies by 2021; plans and expectations with respect to the
Alternative Energy portfolio, including for Lightsource BP to have
In order to utilize the ‘safe harbor’ provisions of the United States 10GW of developed assets by the end of 2023, Grid Edge’s impact on
Private Securities Litigation Reform Act of 1995 (the ‘PSLRA’) and the energy use and carbon emissions of buildings and expectations for
general doctrine of cautionary statements, BP is providing the Brazil’s ethanol demand to increase up to 55% by 2030; plans and
following cautionary statement. This document contains certain expectations regarding BP Launchpad, including to quickly create
forecasts, projections and forward-looking statements - that is, multiple businesses valued over $1 billion; plans and expectations
statements related to future, not past, events and circumstances - regarding BP Ventures, including to grow advanced mobility, power
with respect to the financial condition, results of operations and and storage, carbon management, bio and low carbon products and
businesses of BP and certain of the plans and objectives of BP with its investment in Finite Resources; plans and expectations regarding
respect to these items. These statements may generally, but not the Other business and corporate annual charge and underlying
always, be identified by the use of words such as ‘will’, ‘expects’, ‘is quarterly charge in 2020; plans and expectations relating to
expected to’, ‘aims’, ‘should’, ‘may’, ‘objective’, ‘is likely to’, ‘intends’, divestments and disposals, including expectations that BP will meet
‘believes’, ‘anticipates’, ‘plans’, ‘we see’ or similar expressions. In its target of $10 billion of divestment proceeds by the end of 2020
particular, among other statements, (i) certain statements in the and a further $5 billion of agreed disposals by mid-2021; expectations
Chairman’s letter (pages 2-3), the Chief executive officer’s letter with respect to completion and the timing of receipt of proceeds of
(pages 4-5), the Strategic report (inside cover and pages 1-71), agreed divestments and disposals including the sale of BP’s Alaska
Additional disclosures (pages 297-325) and Shareholder information operations to Hilcorp Energy and the sale of BP’s interests in the
(pages 327-336), including but not limited to statements under the Andrew Area and Shearwater to Premier Oil; expectations regarding
headings ‘Our ambition for the energy transition’, ‘Our business the determination of business economic loss claims in respect of the
model’, ‘Our strategy’ and ‘Measuring our progress’ and including but 2012 PSC settlement and expectations with respect to the timing and
not limited to statements regarding: the coronavirus pandemic amount of future payments relating to the Gulf of Mexico oil spill
(COVID19), its impact, consequences and challenges and how BP is including 2012 PSC settlement payments; plans and expectations
prepared for and responding to this; plans and expectations relating regarding sales commitments of BP and its equity-accounted entities;
to organic capital expenditure, maintaining a strong financial frame, expectations regarding underlying production and capital investment;
deleveraging our balance sheet, working capital and operating cash plans and expectations with respect to gearing including to target
flows, capital discipline, growth in sustainable free cash flow and gearing within a 20-30% band, for divestment proceeds to be
shareholder distributions and future dividend payments; BP's new primarily focused on reducing gearing and for gearing to increase in
ambition to be a net zero company by 2050 or sooner and help the the short-term and subsequently reduce in line with divestment
world get to net zero, including its aims regarding emissions across proceeds; expectations regarding oil prices, including for prices to be
operations, the carbon content of its oil and gas production; a 50% challenging in 2020; expectations for return on average capital
cut in the carbon intensity of products BP sells, methane employed to improve to over 10% by 2021; plans with regard to BP’s
measurement at major oil and gas processing sites by 2023 and exploration budget; expectations regarding depreciation, depletion
subsequent reduction of methane intensity of operations, and aims to and amortization charges; expectations regarding the effective tax
increase the proportion of investment into non-oil and gas businesses rate in 2020; plans to produce 900,000boe/d from new projects by
over time; aims to help the world get to net zero; plans for 2021 and expectations regarding operating cash margins of this
incentivising BP's global workforce; plans for a wide-ranging production; plans to start up four projects in 2020; plans and
restructuring of the business; the aim to build a more agile, innovative expectations for the Raven project to come onstream at the end of
and efficient BP; continuing commitment to safe and reliable 2020; plans and expectations with respect to a joint venture with
operations; commitment to continuing to perform as BP transforms; ZPCC to build an acetic acid plant; plans and expectations regarding
continuing commitment to the investor proposition and commitment investment, development, and production levels and the timing
to transparency and advocacy for a low carbon world; plans and thereof with respect to projects and partnerships in Angola, Australia,
expectations regarding the new leadership structure, including timing Azerbaijan, Brazil, Egypt, the Gambia, India, Indonesia, Mexico,
of its implementation and areas of focus; plans to focus on Russia, São Tomé and Príncipe, Turkey, Oman, the UK North Sea, the
developing a new corporate governance framework; plans and Gulf of Mexico, and the continental United States; expectations
expectations regarding our relationships with trade associations; regarding the Trans Anatolian Natural Gas Pipeline; plans and
plans to advance a low-carbon future through the reduce, improve, expectations regarding relationships with governments, customers,
create framework; plans and expectations regarding BP’s level of partners, suppliers, communities and key stakeholders, including
investment in energy sources and technologies other than oil and gas working with the Washington state legislature to advance a new
resources and reserves; expectations regarding world energy carbon bill; plans and expectations with respect to BP’s public
demand, including the growth in relative demand for renewables, oil reporting of ambitions, plans, progress and reporting structure; plans
and gas, and the proportional growth of renewables; expectations and expectations regarding the effectiveness of the group’s foreign
regarding scenarios that are consistent with the Paris goals; currency exchange risk management; plans and expectations
expectations with respect to the world energy mix, production, regarding plant reliability and base decline, including for base decline
consumption and emissions to 2040; plans and expectations to remain between 3-5%; plans and expectations regarding business
regarding BP’s portfolio, including to maintain a focused portfolio, to models in sustainable chemicals and plastics, including with respect
manage the portfolio through disciplined investment to support to BP Infinia technology and to build a $25-million pilot plant to prove
growing returns and to focus on highest-quality barrels; plans and the technology; plans and expectations regarding the Tangguh gas
expectations to deliver 2021 financial targets; expectations with facility; expectations regarding refining margins, North American
respect to reserves bookings from new discoveries; plans and heavy crude oil discounts and refining turnarounds; plans to
expectations regarding BP’s quality of execution, including to get undertake joint exploration and development with Rosneft, including
more from a unit of capital compared to peers; plans and to create a joint venture investment fund; expectations regarding
expectations with regard to the supply and trading function, the fuels, pensions and other post-retirement benefits, including contributions;
lubricants and the petrochemicals businesses; plans and expectations expectations regarding payments under contractual obligations and
with regard to new technologies, including their efficiency and impact sales commitments; plans and expectations regarding BP’s
on production; plans and expectations regarding the retail business, workforce, including the aim to attract, develop and retain the best
including BP Chargemaster, and to roll-out electric vehicle charging talent, to create a diverse inclusive working environment and an open
networks in China, Germany and the UK; plans to develop a number culture and to ensure equal opportunity in recruitment; policies and
of digital platforms to connect consumers with local, low carbon goals related to risk management plans; aim to help countries around
electricity and to enhance productivity through digital solutions; plans the world grow their domestic energy supplies and boost energy
and expectations regarding BP’s role in OGCI’s Net Zero Teesside security; plans and projections regarding oil and gas reserves,
project; plans and expectations regarding BP’s advancing low carbon including the turnover time of proved undeveloped reserves to proved
accreditation programme; plans and expectations with respect to the developed reserves and volume of turnover; expectations regarding
commercial optimization programme; plans and expectations the costs of environmental restoration programmes; expectations
regarding BPX Energy, including for it to achieve $400 million of regarding contingent liabilities and their impact on BP; expectations

regarding the future value of assets; expectations regarding future
regulations and policy, their impact on BP’s business and plans
regarding compliance with such regulations; and expectations
regarding legal and trial proceedings, court decisions, potential
investigations and civil actions by regulators, government entities and/
or other entities or parties, and the timing and potential impact of
such proceedings and BP’s intentions in respect thereof; and (ii)
certain statements in Corporate governance (pages 72-99) and the
Directors’ remuneration report (pages 100-127) with regard to the
anticipated future composition of the board of directors and the
effects thereof; the board’s goals and areas of focus, including
changes to KPIs and those goals stemming from the board’s annual
evaluation; plans and expectations regarding directors’ share
ownership and remuneration; plans regarding the governance and
remuneration processes; and goals, activities and areas of focus of
board committees, are all forward looking in nature.
By their nature, forward-looking statements involve risk and
uncertainty because they relate to events and depend on
circumstances that will or may occur in the future and are outside the
control of BP. Actual results may differ materially from those
expressed in such statements, depending on a variety of factors,
including: the specific factors identified in the discussions
accompanying such forward looking statements; the receipt of
relevant third party and/or regulatory approvals; the timing and level of
maintenance and/or turnaround activity; the timing and volume of
refinery additions and outages; the timing of bringing new projects
onstream; the timing, quantum and nature of certain acquisitions and
divestments; future levels of industry product supply, demand and
pricing, including supply growth in North America; OPEC quota
restrictions; production-sharing agreements effects; operational and
safety problems; potential lapses in product quality; economic and
financial market conditions generally or in various countries and
regions; political stability and economic growth in relevant areas of
the world; changes in laws and governmental regulations and
policies, including related to climate change; changes in social
attitudes and customer preferences; regulatory or legal actions
including the types of enforcement action pursued and the nature of
remedies sought or imposed; the actions of prosecutors, regulatory
authorities and courts; delays in the processes for resolving claims;
amounts ultimately determined to be payable and the timing of
payments relating to the Gulf of Mexico oil spill; exchange rate
fluctuations; development and use of new technology; recruitment
and retention of a skilled workforce; the success or otherwise of
partnering; the actions of competitors, trading partners, contractors,
subcontractors, creditors, rating agencies and others; our access to
future credit resources; business disruption and crisis management;
the impact on our reputation of ethical misconduct and non-
compliance with regulatory obligations; trading losses; major
uninsured losses; decisions by Rosneft’s management and board of
directors; the actions of contractors; natural disasters and adverse
weather conditions; changes in public expectations and other
changes to business conditions; public health situations (including an
outbreak of an epidemic or pandemic); wars and acts of terrorism;
cyberattacks or sabotage; and other factors discussed elsewhere in
this report including under Risk factors (pages 70-71). In addition to
factors set forth elsewhere in this report, those set out above are
important factors, although not exhaustive, that may cause actual
results and developments to differ materially from those expressed or
implied by these forward-looking statements.
Statements regarding competitive position
Statements referring to BP’s competitive position are based on the
company’s belief and, in some cases, rely on a range of sources,
including investment analysts’ reports, independent market studies
and BP’s internal assessments of market share based on publicly
available information about the financial results and performance of
market participants.

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Shareholder 328 Share prices and listings
328 Dividends
information
328 Shareholder taxation information
330 Major shareholders
331 Annual general meeting
331 Memorandum and Articles of Association
334 Purchases of equity securities by the issuer and
affiliated purchasers
335 Fees and charges payable by ADS holders
335 Fees and payments made by the Depositary to the
issuer
335 Documents on display
336 Shareholding administration
336 2020 Shareholder calendar

Share prices and listings Future dividends will be dependent on future earnings, the financial
condition of the group, the Risk factors set out on page 70 and other
Markets and market prices matters that may affect the business of the group set out in Our
strategy on page 16 and in Liquidity and capital resources on page
The primary market for the company’s ordinary shares (trading symbol 301.
'BP.'), 8% cumulative first preference shares (trading symbol 'BP.A')
and 9% cumulative second preference shares (trading symbol 'BP.B') The following table shows dividends announced and paid by the
is the London Stock Exchange (LSE). The company’s ordinary shares company per ADS for the past five years.
are a constituent element of the Financial Times Stock Exchange 100
Dividends per ADSa March June September December Total
Index.
2015 UK pence 40.00 39.18 39.29 39.81 158.28
In the US, the company’s securities are listed and traded on the New
York Stock Exchange (NYSE) in the form of ADSs (trading symbol US cents 60 60 60 60 240
'BP'), for which JPMorgan Chase Bank, N.A. is the depositary (the 2016 UK pence 42.08 41.50 45.35 47.59 176.52
Depositary) and transfer agent. The Depositary’s principal office is 383 US cents 60 60 60 60 240
Madison Avenue, Floor 11, New York, NY, 10179, US. Each ADS 2017 UK pence 48.95 46.54 45.73 44.66 185.88
represents six ordinary shares. ADSs are evidenced by American US cents 60 60 60 60 240
depositary receipts (ADRs), which may be issued in either certificated 2018 UK pence 43.01 44.66 47.58 48.15 183.40
or book entry form.
US cents 60 60 61.50 61.50 243
The company's ordinary shares are also traded in the form of a global 2019 UK pence 46.43 48.39 50.09 46.95 191.86
depositary certificate representing the company's ordinary shares on US cents 61.50 61.50 61.50 61.50 246
the Frankfurt, Hamburg and Dusseldorf Stock Exchanges. a
Dividends announced and paid by the company on ordinary and preference shares are
On 27 February 2020, 916,049,377 ADSs (equivalent to approximately provided in Financial statements – Note 10.
5,496,296,262 ordinary shares or some 27.15% of the total issued
share capital, excluding shares held in treasury) were outstanding and There are currently no UK foreign exchange controls or restrictions on
were held by approximately 77,424 ADS holders. Of these, about remittances of dividends on the ordinary shares or on the conduct of
76,535 had registered addresses in the US at that date. One of the the company’s operations, other than restrictions applicable to certain
registered holders of ADSs represents some 1,237,693 underlying countries and persons subject to EU economic sanctions or those
holders. sanctions adopted by the UK government which implement
On 27 February 2020 there were approximately 229,193 ordinary resolutions of the Security Council of the United Nations.
shareholders. Of these shareholders, around 1,535 had registered
addresses in the US and held a total of some 4,094,154 ordinary
Shareholder taxation information
shares. This section describes the material US federal income tax and UK
taxation consequences of owning ordinary shares or ADSs to a US
Since a number of the ordinary shares and ADSs were held by
holder who holds the ordinary shares or ADSs as capital assets for tax
brokers and other nominees, the number of holders in the US may
purposes. It does not apply, however, inter alia to members of special
not be representative of the number of beneficial holders or their
classes of holders some of which may be subject to other rules,
respective country of residence.
including: tax-exempt entities, life insurance companies, dealers in
securities, traders in securities that elect a mark-to-market method of
Dividends accounting for securities holdings, investors liable for alternative
The company’s current policy is to pay interim dividends on a minimum tax, holders that, directly or indirectly, hold 10% or more of
quarterly basis on its ordinary shares. the company’s voting stock, holders that hold the shares or ADSs as
part of a straddle or a hedging or conversion transaction, holders that
Its policy is also to announce dividends for ordinary shares in US purchase or sell the shares or ADSs as part of a wash sale for US
dollars and state an equivalent sterling dividend. Dividends on the federal income tax purposes, or holders whose functional currency is
company's ordinary shares will be paid in sterling and on the not the US dollar. In addition, if a partnership holds the shares or
company's ADSs in US dollars. The rate of exchange used to ADSs, the US federal income tax treatment of a partner will generally
determine the sterling amount equivalent is the average of the depend on the status of the partner and the tax treatment of the
market exchange rates in London over the four business days prior to partnership and may not be described fully below.
the sterling equivalent announcement date. The directors may choose
to declare dividends in any currency provided that a sterling A US holder is any beneficial owner of ordinary shares or ADSs that is
equivalent is announced. It is not the company’s intention to change for US federal income tax purposes (1) a citizen or resident of the US,
its current policy of announcing dividends on ordinary shares in US (2) a US domestic corporation, (3) an estate whose income is subject
dollars. to US federal income taxation regardless of its source, or (4) a trust if
a US court can exercise primary supervision over the trust’s
Information regarding dividends announced and paid by the company administration and one or more US persons are authorized to control
on ordinary shares and preference shares is provided in Financial all substantial decisions of the trust.
statements – Note 10.
This section is based on the tax laws of the United States, including
A Scrip Dividend Programme (Scrip Programme) was approved by the Internal Revenue Code of 1986, as amended, its legislative
shareholders in 2010 and was renewed for a further three years at the history, existing and proposed US Treasury regulations thereunder,
2018 AGM. It enabled the company's ordinary shareholders and ADS published rulings and court decisions, and the taxation laws of the
holders to elect to receive dividends by way of new fully paid ordinary UK, all as currently in effect, as well as the income tax convention
shares (or ADSs in the case of ADS holders) instead of cash. The between the US and the UK that entered into force on 31 March
operation of the Scrip Programme is always subject to the directors’ 2003 (the ‘Treaty’). These laws are subject to change, possibly on a
decision to make the Scrip Programme offer available in respect of retroactive basis. This section further assumes that each obligation
any particular dividend. under the terms of the deposit agreement relating to BP ADSs and
The company announced on 29 October 2019 and 4 February 2020 any related agreement will be performed in accordance with its
that the board had suspended the Scrip Programme in respect of the terms.
third quarter 2019 and fourth quarter 2019 dividends. Ordinary For purposes of the Treaty and the estate and gift tax Convention (the
shareholders and ADS holders (subject to certain exceptions) may be ‘Estate Tax Convention’) and for US federal income tax and UK
able to participate in dividend reinvestment plans. Any decisions with taxation purposes, a holder of ADRs evidencing ADSs will be treated
respect to future dividends will be made by the board of BP p.l.c. as the owner of the company’s ordinary shares represented by those
following the end of each quarter. ADRs. Exchanges of ordinary shares for ADRs and ADRs for ordinary
shares generally will not be subject to US federal income tax or to UK

taxation other than stamp duty or stamp duty reserve tax, as should consult their own tax adviser regarding the US tax treatment
described below. of the dividend fee in respect of dividends. Dividends will be income
from sources outside the US and generally will be ‘passive category
Investors should consult their own tax adviser regarding the US
income’ or, in the case of certain US holders, ‘general category
federal, state and local, UK and other tax consequences of owning
income’, each of which is treated separately for purposes of
and disposing of ordinary shares and ADSs in their particular
computing a US holder’s foreign tax credit limitation.
circumstances, and in particular whether they are eligible for the
benefits of the Treaty in respect of their investment in the shares or As noted above in UK taxation, a US holder will not be subject to UK
ADSs. withholding tax. Accordingly, the receipt of a dividend will not entitle
the US holder to a foreign tax credit.
Taxation of dividends
The amount of the dividend distribution on the ordinary shares that is
UK taxation paid in pounds sterling will be the US dollar value of the pounds
Under current UK taxation law, no withholding tax will be deducted sterling payments made, determined at the spot pounds sterling/US
from dividends paid by the company, including dividends paid to US dollar rate on the date the dividend distribution is includible in income,
holders. A shareholder that is a company resident for tax purposes in regardless of whether the payment is, in fact, converted into US
the UK or trading in the UK through a permanent establishment dollars. Generally, any gain or loss resulting from currency exchange
generally will not be taxable in the UK on a dividend it receives from fluctuations during the period from the date the pounds sterling
the company. A shareholder who is an individual resident for tax dividend payment is includible in income to the date the payment is
purposes in the UK is subject to UK tax but until 5 April 2016, was converted into US dollars will be treated as ordinary income or loss
entitled to a tax credit on cash dividends paid on ordinary shares or and will not be eligible for the preferential tax rate on qualified
ADSs of the company equal to one-ninth of the cash dividend. dividend income. The gain or loss generally will be income or loss
from sources within the US for foreign tax credit limitation purposes.
From 6 April 2016 the dividend tax credit was replaced by a new tax-
free dividend allowance and dividends paid by the company on or Distributions in excess of the company’s earnings and profits, as
after 6 April 2016 do not carry a UK tax credit. The dividend allowance determined for US federal income tax purposes, will be treated as a
was £5,000 but this has been reduced to £2,000 as of 6 April 2018. return of capital to the extent of the US holder’s basis in the ordinary
shares or ADSs and thereafter as capital gain, subject to taxation as
The dividend allowance of £2,000 means there is no UK tax due on
described in Taxation of capital gains – US federal income taxation
the first £2,000 of dividends received. Dividends above this level are
section below.
subject to tax at 7.5% for basic tax payers, 32.5% for higher rate tax
payers and 38.1% for additional rate tax payers. In addition, the taxation of dividends may be subject to the rules for
passive foreign investment companies (PFIC), described below under
Although the first £2,000 of dividend income is not subject to UK
‘Taxation of capital gains – US federal income taxation’. Distributions
income tax, it does not reduce the total income for tax purposes.
made by a PFIC do not constitute qualified dividend income and are
Dividends within the dividend allowance still count towards basic or
not eligible for the preferential tax rate applicable to such income.
higher rate bands, and may therefore affect the rate of tax paid on
dividends received in excess of the £2,000 allowance. For instance, if Taxation of capital gains
an individual has an annual gross salary of £50,000 and also receives
a dividend of £12,000 they will be subject to the following scenario. UK taxation
The individual's personal allowance and the basic rate tax band will be A US holder may be liable for both UK and US tax in respect of a gain
used up by the gross salary. The remaining part of the salary and the on the disposal of ordinary shares or ADSs if the US holder is
whole of the dividend will be subject to tax at the higher rate, (1) resident for tax purposes in the United Kingdom at the date of
although the dividend allowance will reduce the amount of dividend disposal, (2) if he or she has left the UK for a period not exceeding
subject to tax. The dividend of £12,000 will be reduced by the five complete tax years between the year of departure from and the
dividend allowance of £2,000 leaving taxable dividend income of year of return to the UK and acquired the shares before leaving the
£10,000. The dividend will be taxed at 32.5% so that the total tax UK and was resident in the UK in the previous four out of seven tax
payable on the dividends is £3,250. years before the year of departure, (3) a US domestic corporation
resident in the UK by reason of its business being managed or
How the shareholder pays the tax arising on the dividend income
controlled in the UK or (4) a citizen of the US that carries on a trade or
depends on the amount of dividend income and salary they receive in
profession or vocation in the UK through a branch or agency or a
the tax year. If less than £2,000 they will not need to report anything
corporation that carries on a trade, profession or vocation in the UK,
or pay any tax. If between £2,000 and £10,000, the shareholder can
pay what they owe by: contacting the helpline; asking HMRC to through a permanent establishment, and that has used, held, or
acquired the ordinary shares or ADSs for the purposes of such trade,
change their tax code – the tax will be taken from their wages or
profession or vocation of such branch, agency or permanent
pension or through completion of the ‘Dividends’ section of their tax
establishment. However, such persons may be entitled to a tax credit
return, where one is being filed. If over £10,000 they will be required
against their US federal income tax liability for the amount of UK
to file a self-assessment tax return and should complete the
capital gains tax or UK corporation tax on chargeable gains (as the
‘Dividends’ section with details of the amounts received.
case may be) that is paid in respect of such gain.
US federal income taxation Under the Treaty, capital gains on dispositions of ordinary shares or
A US holder is subject to US federal income taxation on the gross ADSs generally will be subject to tax only in the jurisdiction of
amount of any dividend paid by the company out of its current or residence of the relevant holder as determined under both the laws
accumulated earnings and profits (as determined for US federal of the UK and the US and as required by the terms of the Treaty.
income tax purposes). Dividends paid to a non-corporate US holder
that constitute qualified dividend income will be taxable to the holder Under the Treaty, individuals who are residents of either the UK or the
at a preferential rate, provided that the holder has a holding period in US and who have been residents of the other jurisdiction (the US or
the ordinary shares or ADSs of more than 60 days during the 121-day the UK, as the case may be) at any time during the six years
period beginning 60 days before the ex-dividend date and meets other immediately preceding the relevant disposal of ordinary shares or
holding period requirements. Dividends paid by the company with ADSs may be subject to tax with respect to capital gains arising from
respect to the ordinary shares or ADSs will generally be qualified a disposition of ordinary shares or ADSs of the company not only in
dividend income. the jurisdiction of which the holder is resident at the time of the
disposition but also in the other jurisdiction.
For US federal income tax purposes, a dividend must be included in
income when the US holder, in the case of ordinary shares, or the For gains on or after 23 June 2010, the UK Capital Gains Tax rate will
Depositary, in the case of ADSs, actually or constructively receives be dependent on the level of an individual’s taxable income. Where
the dividend and will not be eligible for the dividends-received total taxable income and gains after all allowable deductions are less
deduction generally allowed to US corporations in respect of than the upper limit of the basic rate income tax band of £37,500 (for
dividends received from other US corporations. US ADS holders

2019/20), the rate of Capital Gains Tax will be 10%. For gains (and any duty reserve tax at 0.5%. The charge will arise as soon as there is an
parts of gains) above that limit the rate will be 20%. agreement for the transfer of the shares (or, in the case of a
conditional agreement, when the condition is fulfilled). The stamp
From 6 April 2008, entitlement to the annual exemption is based on
duty reserve tax will apply to agreements to transfer ordinary shares
an individual’s circumstances (taking into account Domicile status,
even if the agreement is made outside the UK between two non-
remittance basis of taxation and number of years in the UK). For
residents. Purchases of ordinary shares outside the CREST system
individuals who are entitled to the exemption for 2019/20, this has
are subject either to stamp duty at a rate of £5 per £1,000 (or part,
been set at £12,000. Corporation tax on chargeable gains is levied at
unless the stamp duty is less than £5, when no stamp duty is
19 per cent for companies from 1 April 2017.
charged), or stamp duty reserve tax at 0.5%. Stamp duty and stamp
US federal income taxation duty reserve tax are generally the liability of the purchaser.
A US holder who sells or otherwise disposes of ordinary shares or A subsequent transfer of ordinary shares to the Depositary’s nominee
ADSs will recognize a capital gain or loss for US federal income tax will give rise to further stamp duty at the rate of £1.50 per £100 (or
purposes equal to the difference between the US dollar value of the part) or stamp duty reserve tax at the rate of 1.5% of the value of the
amount realized on the disposition and the US holder’s tax basis, ordinary shares at the time of the transfer. For ADR holders electing
determined in US dollars, in the ordinary shares or ADSs. Any such to receive ADSs instead of cash, after the 2012 first quarter dividend
capital gain or loss generally will be long-term gain or loss, subject to payment, HM Revenue & Customs no longer seeks to impose 1.5%
tax at a preferential rate for a non-corporate US holder, if the US stamp duty reserve tax on issues of UK shares and securities to non-
holder’s holding period for such ordinary shares or ADSs exceeds one EU clearance services and depositary receipt systems.
year.
US Medicare Tax
Gain or loss from the sale or other disposition of ordinary shares or
A US holder that is an individual or estate, or a trust that does not fall
ADSs will generally be income or loss from sources within the US for
into a special class of trusts that is exempt from such tax, is subject
foreign tax credit limitation purposes. The deductibility of capital
to a 3.8% tax on the lesser of (1) the US holder’s ‘net investment
losses is subject to limitations.
income’ (or ‘undistributed net investment income’ in the case of an
We do not believe that ordinary shares or ADSs will be treated as estate or trust) for the relevant taxable year and (2) the excess of the
stock of a passive foreign investment company (PFIC) for US federal US holder’s modified adjusted gross income for the taxable year over
income tax purposes, but this conclusion is a factual determination a certain threshold (which in the case of individuals is between
that is made annually and thus is subject to change. If we are treated $125,000 and $250,000, depending on the individual’s
as a PFIC, unless a US holder elects to be taxed annually on a mark- circumstances). A holder’s net investment income generally includes
to-market basis with respect to ordinary shares or ADSs, any gain its dividend income and its net gains from the disposition of shares or
realized on the sale or other disposition of ordinary shares or ADSs ADSs, unless such dividend income or net gains are derived in the
would in general not be treated as capital gain. Instead, a US holder ordinary course of the conduct of a trade or business (other than a
would be treated as if he or she had realized such gain rateably over trade or business that consists of certain passive or trading activities).
the holding period for ordinary shares or ADSs and would be taxed at If you are a US holder that is an individual, estate or trust, you are
the highest tax rate in effect for each such year to which the gain was urged to consult your tax advisers regarding the applicability of the
allocated, in addition to which an interest charge in respect of the tax Medicare tax to your income and gains in respect of your investment
attributable to each such year would apply. Certain ‘excess in the shares or ADSs.
distributions’ would be similarly treated if we were treated as a PFIC.
Additional tax considerations Major shareholders

The disclosure of certain major and significant shareholdings in the
Scrip Programme share capital of the company is governed by the Companies Act 2006,
Until the publication of the 2019 third quarter results, the company the UK Financial Conduct Authority’s Disclosure Guidance and
had an optional Scrip Programme, wherein holders of BP ordinary Transparency Rules (DTR) and the US Securities Exchange Act of
shares or ADSs could elect to receive any dividends in the form of 1934.
new fully paid ordinary shares or ADSs of the company instead of
cash. Please consult your tax adviser for the consequences to you. Register of members holding BP ordinary shares as at
31 December 2019
UK inheritance tax
Percentage of
The Estate Tax Convention applies to inheritance tax. ADSs held by an total
individual who is domiciled for the purposes of the Estate Tax Percentage of ordinary share
Number of total capital
Convention in the US and is not for the purposes of the Estate Tax ordinary ordinary excluding shares
Range of holdings shareholders shareholders held in treasury
Convention a national of the UK will not be subject to UK inheritance
tax on the individual’s death or on transfer during the individual’s 1-200 52,926 22.96 0.01
lifetime unless, among other things, the ADSs are part of the 201-1,000 77,165 33.47 0.21
business property of a permanent establishment situated in the UK 1,001-10,000 88,204 38.26 1.37
used for the performance of independent personal services. In the 10,001-100,000 10,640 4.61 1.10
exceptional case where ADSs are subject to both inheritance tax and
100,001-1,000,000 928 0.40 1.68
US federal gift or estate tax, the Estate Tax Convention generally
provides for tax payable in the US to be credited against tax payable Over 1,000,000a 693 0.30 95.63
in the UK or for tax paid in the UK to be credited against tax payable Totals 230,556 100.00 100.00
in the US, based on priority rules set forth in the Estate Tax a
Includes JPMorgan Chase Bank, N.A. holding 27.04% of the total ordinary issued share
Convention. capital (excluding shares held in treasury) as the approved depositary for ADSs, a
breakdown of which is shown in the table below.
UK stamp duty and stamp duty reserve tax
The statements below relate to what is understood to be the current
practice of HM Revenue & Customs in the UK under existing law.
Provided that any instrument of transfer is not executed in the UK and
remains at all times outside the UK and the transfer does not relate to
any matter or thing done or to be done in the UK, no UK stamp duty
is payable on the acquisition or transfer of ADSs. Neither will an
agreement to transfer ADSs in the form of ADRs give rise to a liability
to stamp duty reserve tax.
Purchases of ordinary shares, as opposed to ADSs, through the
CREST system of paperless share transfers will be subject to stamp

Register of holders of American depositary shares (ADSs) as at
31 December 2019a
Annual general meeting
Number of Percentage of Percentage of The 2020 AGM will be held on Wednesday 27 May 2020 at 11.00am.
Range of holdings ADS holders total ADS holders total ADSs A separate notice convening the meeting is distributed to
1-200 46,802 59.80 0.27 shareholders, which includes an explanation of the items of business
201-1,000 20,337 25.98 1.05 to be considered at the meeting.
1,001-10,000 10,654 13.61 3.00 All resolutions for which notice has been given will be decided on a
10,001-100,000 466 0.60 0.84 poll. Deloitte LLP have expressed their willingness to continue in
100,001-1,000,000 7 0.01 0.14 office as auditors and a resolution for their reappointment is included
in the Notice of BP Annual General Meeting 2020.
Over 1,000,000b 1 0.00 94.70
Totals 78,267 100.00 100.00
a
One ADS represents six 25 cent ordinary shares.
Memorandum and Articles of
b
One holder of ADSs represents 1,231,543 underlying shareholders.
Association
As at 31 December 2019 there were also 1,236 preference
shareholders. Preference shareholders represented 0.41% and The following summarizes certain provisions of the company’s
ordinary shareholders represented 99.59% of the total issued Memorandum and Articles of Association and applicable English law.
nominal share capital of the company (excluding shares held in This summary is qualified in its entirety by reference to the UK
treasury) as at that date. Companies Act 2006 (the Act) and the company’s Memorandum and
Articles of Association. The Memorandum and Articles of Association
As at 31 December 2019, we had been notified pursuant to DTR5 are available online at bp.com/usefuldocs.
that BlackRock, Inc. held 7.37% of the voting rights attached to the
issued share capital of the company. The company’s Articles of Association may be amended by a special
resolution at a general meeting of the shareholders. At the annual
The company did not receive any notifications pursuant to DTR5 general meeting (AGM) held on 21 May 2018 shareholders voted to
between 1 January 2020 and 27 February 2020. adopt new Articles of Association to reflect developments in market
Under the US Securities Exchange Act of 1934 BP is aware of the practice and to provide clarification and additional flexibility where
following interests as at 27 February 2020: necessary or appropriate.
Percentage of
ordinary share capital Objects and purposes
Holding of excluding shares held
Holder ordinary shares in treasury BP is a public company limited by shares, incorporated under the
name BP p.l.c. and is registered in England and Wales with the
JPMorgan Chase Bank N.A.,
depositary for ADSs, through registered number 102498. The provisions regulating the operations
its nominee Guaranty of the company, known as its ‘objects’, were historically stated in a
Nominees Limited 5,496,296,263 27.13 company’s memorandum. The Act abolished the need to have object
BlackRock, Inc. 1,531,724,983 7.60 provisions and so at the AGM held on 15 April 2010 shareholders
The Vanguard Group, Inc 813,197,253 4.00 approved the removal of its objects clause together with all other
provisions of its Memorandum that, by virtue of the Act, are treated
The company’s major shareholders do not have different voting rights. as forming part of the company’s Articles of Association.
The company has also been notified of the following interests in
preference shares as at 27 February 2020: Directors and secretary
Holding of 8%
The business and affairs of BP shall be managed by the directors. The
cumulative first Percentage company’s Articles of Association provide that directors may be
Holder preference shares of class
appointed by the existing directors or by the shareholders in a general
The National Farmers Union Mutual meeting. Any person appointed by the directors will hold office only
Insurance Society Limited 945,000 13.10 until the next general meeting, notice of which is first given after their
Hargreaves Lansdown Asset appointment and will then be eligible for re-election by the
Management Limited 644,225 8.90 shareholders. A director may be removed by BP as provided for by
Canaccord Genuity Group Inc. 544,163 7.50 applicable law and shall vacate office in certain circumstances as set
out in the Articles of Association. In addition the company may, by
M&G Investment Management Ltd. 528,150 7.30 special resolution, remove a director before the expiration of his/her
Interactive Investor Share Dealing period of office and, subject to the Articles of Association, may by
Services 513,068 7.10 ordinary resolution appoint another person to be a director instead.
A J Bell Securities Limited 390,807 5.40 There is no requirement for a director to retire on reaching any age.
The Articles of Association place a general prohibition on a director
Holding of 9%
cumulative second Percentage voting in respect of any contract or arrangement in which the director
Holder preference shares of class has a material interest other than by virtue of such director’s interest
The National Farmers Union Mutual in shares in the company. However, in the absence of some other
Insurance Society Limited 987,000 18.00 material interest not indicated below, a director is entitled to vote and
to be counted in a quorum for the purpose of any vote relating to a
M&G Investment Management Ltd. 644,450 11.80 resolution concerning the following matters:
Safra Group 385,000 7.00
• The giving of security or indemnity with respect to any money lent
Canaccord Genuity Group Inc. 273,135 5.00 or obligation taken by the director at the request or benefit of the
Barclays PLC 271,080 5.00 company or any of its subsidiary undertakings.
As at 27 February 2020, the total preference shares in issue

• Any proposal in which the director is interested, concerning the
underwriting of company securities or debentures or the giving of
comprised only 0.42% of the company’s total issued nominal share
any security to a third party for a debt or obligation of the company
capital (excluding shares held in treasury), the rest being ordinary
or any of its subsidiary undertakings.
shares.
• Any proposal concerning any other company in which the director
is interested, directly or indirectly (whether as an officer or
shareholder or otherwise) provided that the director and persons
connected with such director are not the holder or holders of 1%
or more of the voting interest in the shares of such company.

• Any proposal concerning the purchase or maintenance of any the sale may be made at such time and on such terms as the
insurance policy under which the director may benefit. directors may decide.
• Any proposal concerning the giving to the director of any other The directors have the power to declare and pay dividends in any
indemnity which is on substantially the same terms as indemnities currency provided that a sterling equivalent is announced. It is not the
given or to be given to all of the other directors or to the funding by company’s intention to change its current policy of paying dividends
the company of his expenditure on defending proceedings or the in US dollars. At the company’s AGM held on 15 April 2010,
doing by the company of anything to enable the director to avoid shareholders approved the introduction of a Scrip Dividend
incurring such expenditure where all other directors have been Programme (Scrip Programme) and to include provisions in the
given or are to be given substantially the same arrangements. Articles of Association to enable the company to operate the Scrip
Programme. The Scrip Programme was renewed at the company’s
• Any proposal concerning an arrangement for the benefit of the AGM held on 21 May 2018 for a further three years. The Scrip
employees and directors or former employees and former directors Programme enables ordinary shareholders and BP ADS holders to
of the company or any of its subsidiary undertakings, including but elect to receive new fully paid ordinary shares (or BP ADSs in the
without being limited to a retirement benefits scheme and an case of BP ADS holders) instead of cash. The operation of the Scrip
employees’ share scheme, which does not accord to any director Programme is always subject to the directors’ decision to make the
any privilege or advantage not generally accorded to the employees scrip offer available in respect of any particular dividend. Should the
or former employees to whom the arrangement relates. directors decide not to offer the scrip in respect of any particular
The Act requires a director of a company who is in any way interested dividend, cash will automatically be paid instead. The directors may
in a contract or proposed contract with the company to declare the determine in relation to any scrip dividend plan or programme how
nature of the director’s interest at a meeting of the directors of the the costs of the programme will be met, the minimum number of
company. The definition of ‘interest’ includes the interests of ordinary shares required in order to be able to participate in the
spouses, children, companies and trusts. The Act also requires that a programme and any arrangements to deal with legal and practical
director must avoid a situation where a director has, or could have, a difficulties in any particular territory.
direct or indirect interest that conflicts, or possibly may conflict, with Apart from shareholders’ rights to share in BP’s profits by dividend (if
the company’s interests. The Act allows directors of public companies any is declared or announced), the Articles of Association provide that
to authorize such conflicts where appropriate, if a company’s Articles the directors may set aside:
of Association so permit. BP’s Articles of Association permit the
authorization of such conflicts. The directors may exercise all the • A special reserve fund out of the balance of profits each year to
powers of the company to borrow money, except that the amount make up any deficit of cumulative dividend on the BP preference
remaining undischarged of all moneys borrowed by the company shall shares.
not, without approval of the shareholders, exceed two times the • A general reserve out of the balance of profits each year, which
amount paid up on the share capital plus the aggregate of the amount shall be applicable for any purpose to which the profits of the
of the capital and revenue reserves of the company. Variation of the company may properly be applied. This may include capitalization of
borrowing power of the board may only be affected by amending the such sum, pursuant to an ordinary shareholders’ resolution, and
Articles of Association. distribution to shareholders as if it were distributed by way of a
Remuneration of non-executive directors shall be determined in the dividend on the ordinary shares or in paying up in full unissued
aggregate by resolution of the shareholders. Remuneration of ordinary shares for allotment and distribution as bonus shares.
executive directors is determined by the remuneration committee. Any such sums so deposited may be distributed in accordance with
This committee is made up of non-executive directors only. There is the manner of distribution of dividends as described above.
no requirement of share ownership for a director’s qualification.
Holders of shares are not subject to calls on capital by the company,
The Articles of Association provide entitlement to the directors’ provided that the amounts required to be paid on issue have been
pensions and death and disability benefits to the directors’ relations paid off. All shares are fully paid.
and dependants respectively.
The circumstances in which a director’s office will automatically Share transfers and share certificates
terminate include: when a director ceases to hold an executive office The directors may permit transfers to be effected other than by an
of the company and the directors resolve that he should cease to be instrument in writing and that share certificates will not be required to
a director; if a medical practitioner provides an opinion that a director be issued by the company if they are not required by law.
has become incapable of acting as a director and may remain so
The company may charge an administrative fee in the event that a
incapable for a further three months and the directors resolve that he
shareholder wishes to replace two or more certificates representing
should cease to be a director; and if all of the other directors vote in
shares with a single certificate or wishes to surrender a single
favour of a resolution stating that the person should cease to be a
certificate and replace it with two or more certificates. All certificates
director.
are sent at the member’s risk.
The company secretary has express powers to delegate any of the
powers or discretions conferred on him or her. Voting rights
The Articles of Association of the company provide that voting on
Dividend rights; other rights to share in company profits;
resolutions at a shareholders’ meeting will be decided on a poll other
capital calls
than resolutions of a procedural nature, which may be decided on a
If recommended by the directors of BP, shareholders of BP may, by
show of hands. If voting is on a poll, every shareholder who is present
resolution, declare dividends but no such dividend may be declared in
in person or by proxy has one vote for every ordinary share held and
excess of the amount recommended by the directors. The directors
two votes for every £5 in nominal amount of BP preference shares
may also pay interim dividends without obtaining shareholder
held. If voting is on a show of hands, each shareholder who is
approval. No dividend may be paid other than out of profits available
present at the meeting in person or whose duly appointed proxy is
for distribution, as determined under IFRS and the Act. Dividends on
present in person will have one vote, regardless of the number of
ordinary shares are payable only after payment of dividends on BP
shares held, unless a poll is requested.
preference shares. Any dividend unclaimed after a period of 10 years
from the date of declaration of such dividend shall be forfeited and Shareholders do not have cumulative voting rights.
reverts to BP. If the company exercises its right to forfeit shares and For the purposes of determining which persons are entitled to attend
sells shares belonging to an untraced shareholder then any or vote at a shareholders’ meeting and how many votes such persons
entitlement to claim dividends or other monies unclaimed in respect may cast, the company may specify in the notice of the meeting a
of those shares will be for a period of twelve months after the sale. time, not more than 48 hours before the time of the meeting, by
The company may take such steps as the directors decide are which a person who holds shares in registered form must be entered
appropriate in the circumstances to trace the member entitled and on the company’s register of members in order to have the right to
attend or vote at the meeting or to appoint a proxy to do so.

Holders on record of ordinary shares may appoint a proxy, including a the company’s accounting reference date. All general meetings shall
beneficial owner of those shares, to attend, speak and vote on their be held at a time and place determined by the directors. If any
behalf at any shareholders’ meeting, provided that a duly completed shareholders’ meeting is adjourned for lack of quorum, notice of the
proxy form is received not less than 48 hours (or such shorter time as time and place of the adjourned meeting may be given in any lawful
the directors may determine) before the time of the meeting or manner, including electronically. Powers exist for action to be taken
adjourned meeting or, where the poll is to be taken after the date of either before or at the meeting by authorized officers to ensure its
the meeting, not less than 24 hours (or such shorter time as the orderly conduct and safety of those attending.
directors may determine) before the time of the poll. The directors have power to convene a general meeting which is a
Record holders of BP ADSs are also entitled to attend, speak and hybrid meeting, that is to provide facilities for shareholders to attend
vote at any shareholders’ meeting of BP by the appointment by the a meeting which is being held at a physical place by electronic means
approved depositary, JPMorgan Chase Bank N.A., of them as proxies as well (but not to convene a purely electronic meeting).
in respect of the ordinary shares represented by their ADSs. Each The provisions of the Articles of Association in relation to satellite
such proxy may also appoint a proxy. Alternatively, holders of BP meetings permit facilities being provided by electronic means to allow
ADSs are entitled to vote by supplying their voting instructions to the those persons at each place to participate in the meeting.
depositary, who will vote the ordinary shares represented by their
ADSs in accordance with their instructions. Limitations on voting and shareholding
Proxies may be delivered electronically. There are no limitations, either under the laws of the UK or under the
Corporations who are members of the company may appoint one or company’s Articles of Association, restricting the right of non-resident
more persons to act as their representative or representatives at any or foreign owners to hold or vote BP ordinary or preference shares in
shareholders’ meeting provided that the company may require a the company other than limitations that would generally apply to all of
corporate representative to produce a certified copy of the resolution the shareholders and limitations applicable to certain countries and
appointing them before they are permitted to exercise their powers. persons subject to EU economic sanctions or those sanctions
adopted by the UK government which implement resolutions of the
Matters are transacted at shareholders’ meetings by the proposing Security Council of the United Nations.
and passing of resolutions, of which there are two types: ordinary or
special. Disclosure of interests in shares
An ordinary resolution requires the affirmative vote of a majority of The Act permits a public company to give notice to any person whom
the votes of those persons voting at a meeting at which there is a the company believes to be or, at any time during the three years
quorum. A special resolution requires the affirmative vote of not less prior to the issue of the notice, to have been interested in its voting
than three quarters of the persons voting at a meeting at which there shares requiring them to disclose certain information with respect to
is a quorum. Any AGM requires 21 clear days’ notice. The notice those interests. Failure to supply the information required may lead to
period for any other general meeting is 14 clear days subject to the disenfranchisement of the relevant shares and a prohibition on their
company obtaining annual shareholder approval, failing which, a 21 transfer and receipt of dividends and other payments in respect of
clear day notice period will apply. those shares and any new shares in the company issued in respect of
those shares. In this context the term ‘interest’ is widely defined and
Liquidation rights; redemption provisions will generally include an interest of any kind whatsoever in voting
In the event of a liquidation of BP, after payment of all liabilities and shares, including any interest of a holder of BP ADSs.
applicable deductions under UK laws and subject to the payment of
secured creditors, the holders of BP preference shares would be Called-up share capital
entitled to the sum of (1) the capital paid up on such shares plus, Details of the allotted, called-up and fully-paid share capital at
(2) accrued and unpaid dividends and (3) a premium equal to the 31 December 2019 are set out in Financial statements – Note 31. In
higher of (a) 10% of the capital paid up on the BP preference shares accordance with institutional investor guidelines, the company deems
and (b) the excess of the average market price over par value of such it appropriate to grant authority to the directors to allot shares and
shares on the LSE during the previous six months. The remaining other securities and to disapply pre-emption rights by way of
assets (if any) would be divided pro rata among the holders of shareholders' resolutions at each AGM in place of authority granted
ordinary shares. by virtue of the company's Articles of Association. At the AGM on 21
May 2019, authorization was given to the directors to allot shares in
Without prejudice to any special rights previously conferred on the
the company and to grant rights to subscribe for, or to convert any
holders of any class of shares, BP may issue any share with such
preferred, deferred or other special rights, or subject to such security into, shares in the company up to an aggregate nominal
restrictions as the shareholders by resolution determine (or, in the amount as set out in the Notice of Meeting 2019. These authorities
absence of any such resolutions, by determination of the directors), were given for the period until the next AGM in 2020 or 21 August
and may issue shares that are to be or may be redeemed. 2020, whichever is the earlier. These authorities are renewed annually
at the AGM.
Variation of rights
The rights attached to any class of shares may be varied with the Company records and service of notice
consent in writing of holders of 75% of the shares of that class or on In relation to notices not covered by the Act, the reference to notice
the adoption of a special resolution passed at a separate meeting of by advertisement in a national newspaper also includes
the holders of the shares of that class. At every such separate advertisements via other means such as a public announcement.
meeting, all of the provisions of the Articles of Association relating to
proceedings at a general meeting apply, except that the quorum with
respect to a meeting to change the rights attached to the preference
shares is 10% or more of the shares of that class, and the quorum to
change the rights attached to the ordinary shares is one third or more
of the shares of that class.
Shareholders’ meetings and notices

Shareholders must provide BP with a postal or electronic address in
the UK to be entitled to receive notice of shareholders’ meetings.
Holders of BP ADSs are entitled to receive notices under the terms of
the deposit agreement relating to BP ADSs. The substance and
timing of notices are described above under the heading Voting rights.
Under the Act, the AGM of shareholders must be held once every
year, within each six month period beginning with the day following

Purchases of equity securities by the issuer and affiliated purchasers
In November 2017 BP began a share repurchase or buyback programme (the programme). The sole purpose of the programme is to reduce the
issued share capital of the company to offset the ongoing dilutive effect of scrip dividends over time, as announced by the company on 31
October 2017. Authorization for the company to make market purchases (as defined in section 693(4) of the Companies Act 2006) of ordinary
shares with a nominal value of $0.25 each in the company was renewed at the company’s 2019 AGM covering the period until the date of the
company's 2020 AGM or 21 August 2020, whichever is earlier. The maximum number of ordinary shares to be purchased under this authority
will not exceed 2,025,988,313 ordinary shares. The shares purchased will be cancelled.
The following table provides details of ordinary share purchases made (1) under the programme and (2) by the Employee Share Ownership
Plans (ESOPs) and other purchases of ordinary shares and ADSs made to satisfy the requirements of certain employee share-based payment
plans.
Number of Maximun
shares approximate
purchased Number of dollar value of
by ESOPs or for shares shares yet to
certain purchased as be purchased
Total number of Average price employee part of the under the
shares paid per share share-based buyback programme
purchaseda $ plansb programmec $ million
2019
January Nil N/A
February 5 – February 21 2,753,983 7.10 120,000 2,633,983 N/A
March 11 – March 29 4,260,056 7.29 Nil 4,260,056 N/A
April 30 120,000 7.32 120,000 Nil N/A
May 8 – May 31 5,012,700 6.97 Nil 5,012,700 N/A
June 3 – June 25 5,763,677 6.96 Nil 5,763,677 N/A
July Nil N/A
August 5 – August 29 18,852,607 6.11 Nil 18,852,607 N/A
September 2 – September 24 16,867,892 6.24 878,000 15,989,892 N/A
October 7 - October 31 103,926,413 6.33 Nil 103,926,413 N/A
November 1 – November 29 55,589,904 6.53 Nil 55,589,904 N/A
December 2 - December 19 23,921,618 6.25 Nil 23,921,618 N/A
2020
January 7 - January 28 120,057,464 6.47 Nil 120,057,464 N/A
February (to February 26) Nil N/A
a
All share purchases were of ordinary shares of 25 cents each and/or ADSs (each representing six ordinary shares) and were on/open market transactions.
b
Transactions represent the purchase of ordinary shares by ESOPs and other purchases of ordinary shares and ADSs made to satisfy requirements of certain employee share-based payment
plans.
c
The company announced its intent to commence the programme on 31 October 2017 and announced further details and commencement of the programme on 15 November 2017. At the
AGM on 21 May 2019, authorization was given to the company to repurchase up to 2,025,988,313 ordinary shares, for the period ending on the date of the AGM in 2020 or 21 August 2020,
whichever is the earlier. This authorization is renewed annually at the AGM. The total number of ordinary shares repurchased during 2019 under the programme was 235,950,850 at a cost of
$1,511 million (including fees and stamp duty) representing 1.16% of the company’s issued share capital excluding shares held in treasury on 31 December 2019. All ordinary shares
repurchased in 2019 under the programme were cancelled in order to reduce the company’s issued share capital.

Fees and charges payable by ADS holders
The Depositary collects fees for delivery and surrender of ADSs directly from investors depositing shares or surrendering ADSs for the purpose
of withdrawal or from intermediaries acting for them. The Depositary collects fees for making distributions to investors by deducting those fees
from the amounts distributed or by selling a portion of the distributable property to pay the fees.
The charges of the Depositary payable by investors are as follows:
Type of service Depositary actions Fee
Depositing or substituting the Issuance of ADSs against the deposit of shares, $5.00 per 100 ADSs (or portion thereof)
underlying shares including deposits and issuances in respect of: evidenced by the new ADSs delivered.
• Share distributions, stock splits, rights, merger.
• Exchange of securities or other transactions or event
or other distribution affecting the ADSs or deposited
securities.
Selling or exercising rights Distribution or sale of securities, the fee being an $5.00 per 100 ADSs (or portion thereof).
amount equal to the fee for the execution and delivery of
ADSs that would have been charged as a result of the
deposit of such securities.
Withdrawing an underlying Acceptance of ADSs surrendered for withdrawal of $5.00 for each 100 ADSs (or portion thereof)
share deposited securities. evidenced by the ADSs surrendered.
Expenses of the Depositary Expenses incurred on behalf of holders in connection Expenses payable are subject to agreement
with: between the company and the Depositary by
• Stock transfer or other taxes and governmental billing holders or by deducting charges from one
charges. or more cash dividends or other cash
• Delivery by cable, telex, electronic and facsimile distributions.
transmission.
• Transfer or registration fees, if applicable, for the
registration of transfers of underlying shares.
• Expenses of the Depositary in connection with the
conversion of foreign currency into US dollars (which
are paid out of such foreign currency).
Dividend fees ADS holders who receive a cash dividend are charged a The Deposit Agreement provides that a fee of
fee which BP uses to offset the costs associated with $0.05 or less per ADS can be charged. The
administering the ADS programme. current fee is $0.02 per BP ADS per calendar
year (equivalent to $0.005 per BP ADS per
quarter per cash distribution).
Global Invest Direct (GID) Plan New investors and existing ADS holders can buy, sell or Cost per transaction is $2.00 for recurring, $2.00
reinvest dividends into further BP ADSs by enrolling in for one-time automatic investments, and $5.00
BP’s GID Plan, sponsored and administered by the for investment made by check. Dividend
Depositary. reinvestment is 5% of the dividend amount up
to a maximum of $5.00. Purchase trading
commission is $0.12 per share.
Fees and payments made by the Documents on display

Depositary to the issuer BP Annual Report and Form 20-F 2019 is available online at bp.com/
annualreport. To obtain a hard copy of BP’s complete audited financial
The Depositary has agreed to reimburse certain company expenses statements, free of charge, UK based shareholders should contact BP
related to the company’s ADS programme and incurred by the Distribution Services by calling +44 (0) 800 037 2172 or by emailing
company in connection with the ADS programme arising during the bpdistributionservices@bp.com. If based in the US or Canada
year ended 31 December 2019. The Depositary reimbursed to the shareholders should contact Issuer Direct by calling +1 888 301 2505
company, or paid amounts on the company’s behalf to third parties, or or by emailing bpreports@issuerdirect.com.
waived its fees and expenses, of $15,923,592.90 for the year ended
The company is subject to the information requirements of the US
31 December 2019.
Securities Exchange Act of 1934 applicable to foreign private issuers.
The table below sets out the types of expenses that the Depositary In accordance with these requirements, the company files its Annual
has agreed to reimburse and the fees it has agreed to waive for Report and Form 20-F and other related documents with the SEC. The
standard costs associated with the administration of the ADS SEC maintains an internet site at www.sec.gov that contains reports
programme relating to the year ended 31 December 2019. and other information regarding issuers, including BP, that file
Category of expense reimbursed, Amount reimbursed, waived or electronically with the SEC. BP's SEC filings are also available at
waived or paid directly to third parties paid directly to third parties for the
year ended 31 December 2019 bp.com/sec. BP discloses in this report (see Corporate governance
$ practices (Form 20-F Item 16G) on page 321) significant ways (if any)
Fees for delivery and surrender of BP in which its corporate governance practices differ from those
ADSs 169,235.12 mandated for US companies under NYSE listing standards.
Dividend feesa 15,754,357.78
Total 15,923,592.90
a
Dividend fees are charged to ADS holders who receive a cash distribution, which BP uses
to offset the costs associated with administering the ADS programme.
Under certain circumstances, including removal of the Depositary or
termination of the ADR programme by the company, the company is
required to repay the Depositary certain amounts reimbursed and/or
expenses paid to or on behalf of the company during the 12-month
period prior to notice of removal or termination.

Shareholding administration
If you have any queries about the administration of shareholdings,
such as change of address, change of ownership, dividend payment
options or to change the way you receive your company documents
(such as the BP Annual Report and Form 20-F and Notice of BP
Annual General Meeting) please contact the BP Registrar or the BP
ADS Depositary.
Ordinary and preference shareholders
The BP Registrar, Link Asset Services
The Registry, 34 Beckenham Road, Beckenham, Kent BR3 4TU, UK
Freephone in UK 0800 701107
From outside the UK +44 (0)371 277 1014
ADS holders
BP Shareowner Services
PO Box 64504, St Paul, MN 55164-0504, US
Toll-free in US and Canada +1 877 638 5672
From outside the US and Canada +1 651 306 4383
2020 shareholder calendara

27 Mar 2020 Fourth quarter interim dividend payment for 2019
28 April 2020 First quarter results announced
11 May 2020 Record date (to be eligible for the first quarter
interim dividend)
27 May 2020 Annual general meeting
19 Jun 2020 First quarter interim dividend payment for 2020
3 Jul 2020 8% and 9% preference shares record date
28 Jul 2020 Second quarter results announced
31 Jul 2020 8% and 9% preference shares dividend payment
7 Aug 2020 Record date (to be eligible for the second quarter
interim dividend)
18 Sep 2020 Second quarter interim dividend payment for 2020
27 Oct 2020 Third quarter results announced
6 Nov 2020 Record date (to be eligible for the third quarter
interim dividend)
18 Dec 2020 Third quarter interim dividend payment for 2020
a
All future dates are provisional and may be subject to change. For the full calendar see
bp.com/financialcalendar.

Glossary
Abbreviations MteCO2
Million tonnes of CO2 equivalent.
ADR
American depositary receipt. MW
Megawatt.
ADS
American depositary share. 1 ADS = 6 ordinary shares. NGLs
Natural gas liquids.
Barrel (bbl)
159 litres, 42 US gallons. PSA
Production-sharing agreement.
bcf/d
Billion cubic feet per day. PTA
Purified terephthalic acid.
bcfe
Billion cubic feet equivalent. RC
Replacement cost.
b/d
Barrels per day. SEC
The United States Securities and Exchange Commission.
boe/d
Barrels of oil equivalent per day. Definitions
FPSO Unless the context indicates otherwise, the definitions for the
Floating production, storage and offloading. following glossary terms are given below.
Non-GAAP measures are sometimes referred to as alternative
GAAP
performance measures.
Generally accepted accounting practice.
Gas
Natural gas.
CA100+ resolution glossary
gCO2e/MJ
Grams of carbon dioxide equivalent per megajoule of energy. CA100+ resolution
The CA100+ resolution means the special resolution requisitioned by
GHG Climate Action 100+ and passed at BP’s 2019 Annual General
Greenhouse gas. Meeting, the text of which is set out below.
GRI Special resolution: Climate Action 100+ shareholder resolution on
Global Reporting Initiative. climate change disclosures.
That in order to promote the long term success of the company,
GtCO2
given the recognised risks and opportunities associated with climate
Gigatonnes of carbon dioxide.
change, we as shareholders direct the company to include in its
GWh strategic report and/or other corporate reports, as appropriate, for the
Gigawatt hour. year ending 2019 onwards, a description of its strategy which the
board considers, in good faith, to be consistent with the goals of
HSSE Articles 2.1(a)(1) and 4.1(2) of the Paris Agreement(3) (the ‘Paris
Health, safety, security and environment. goals’), as well as:
IFRS (1) Capital expenditure: how the company evaluates the consistency
International Financial Reporting Standards. of each new material capex investment, including in the
exploration, acquisition or development of oil and gas resources
KPIs and reserves and other energy sources and technologies, with (a)
Key performance indicators. the Paris goals and separately (b) a range of other outcomes
LNG relevant to its strategy.
Liquefied natural gas. (2) Metrics and targets: the company’s principal metrics and relevant
targets or goals over the short, medium and/or long-term,
LPG
consistent with the Paris goals, together with disclosure of:
Liquefied petroleum gas.
a. The anticipated levels of investment in (i) oil and gas resources
mb/d and reserves; and (ii) other energy sources and technologies.
Thousand barrels per day.
b. The company’s targets to promote reductions in its operational
mboe/d greenhouse gas emissions, to be reviewed in line with
Thousand barrels of oil equivalent per day. changing protocols and other relevant factors
mmb/d or Mb/d c. The estimated carbon intensity of the company’s energy
Million barrels per day. products and progress on carbon intensity over time.
mmboe/d d. Any linkage between the above targets and executive

Million barrels of oil equivalent per day. remuneration.
(3) Progress reporting: an annual review of progress against (1) and
mmBtu
(2) above.
Million British thermal units.
Such disclosure and reporting to include the criteria and summaries
mmcf/d of the methodology and core assumptions used, and to omit
Million cubic feet per day. commercially confidential or competitively sensitive information and
mmte or Mte be prepared at reasonable cost; and provided that nothing in this
Million tonnes. resolution shall limit the company’s powers to set and vary its
strategy, or associated targets or metrics, or to take any action which

it believes in good faith, would best promote the long-term success qualifying activities such as sinks under our methodology at the
of the company. applicable time.
The Paris goals Emissions from the carbon in our Upstream oil and gas
(1) Article 2.1(a) of the Paris Agreement states the goal of ‘Holding production
the increase in the global average temperature to well below 2°C Estimated CO2 emissions from the combustion of upstream
above pre-industrial levels and pursuing efforts to limit the production of crude oil, natural gas and natural gas liquids (NGLs) on a
temperature increase to 1.5°C above pre-industrial levels, BP equity-share basis based on BP’s net share of production,
recognizing that this would significantly reduce the risks and excluding BP’s share of Rosneft production and assuming that all
impacts of climate change’. produced volumes undergo full stoichiometric combustion to CO2.
(2) Article 4.1 of the Paris Agreement: In order to achieve the long- Adjusted 2015 baseline
term temperature goal set out in Article 2, parties aim to reach In accordance with our zero net growth methodology, the starting
global peaking of greenhouse gas emissions as soon as possible, direct and indirect GHG emissions baseline (end of 2015) is adjusted
recognizing that peaking will take longer for developing country at the end of each reporting year for any qualifying changes (being
parties, and to undertake rapid reductions thereafter in changes due to (a) acquisitions, divestments, outsourcing or
accordance with best available science, so as to achieve a insourcing where the total for the year is greater than 5% the total
balance between anthropogenic emissions by sources and direct and indirect GHG emissions in the previous year or (b)
removals by sinks of greenhouse gases in the second half of this methodology or protocol changes).
century, on the basis of equity, and in the context of sustainable
development and efforts to eradicate poverty.
(3) U.N. Framework Convention on Climate Change Conference of
Parties, Twenty-First Session, Adoption of the Paris Agreement,
U.N. Doc. FCCC/CP/2015/L.9/Rev.1 (Dec. 12, 2015). Adjusted effective tax rate (ETR)
Non-GAAP measure. The adjusted ETR is calculated by dividing
New material capex investment taxation on an underlying replacement cost (RC) basis excluding the
For the purposes of the 2019 evaluation discussed on pages 19-22, impact of reductions in the rate of the UK North Sea supplementary
‘new material capex investment’ means a decision taken by the charge (in 2016 and 2015) by underlying RC profit or loss before tax.
resource commitment meeting (RCM) in 2019 to incur inorganic or Taxation on an underlying RC basis is taxation on a RC basis for the
organic investments greater than $250 million that relate to a new period adjusted for taxation on non-operating items and fair value
project or asset, extending an existing project or asset, or acquiring or accounting effects. Information on underlying RC profit or loss is
increasing a share in a project, asset or entity. provided below. BP believes it is helpful to disclose the adjusted ETR
There were eight investments that met the above criteria in 2019. because this measure may help investors to understand and evaluate,
in the same manner as management, the underlying trends in BP’s
Material capex evaluation: Paris-consistency quantitative tests. operational performance on a comparable basis, period on period. The
For the purposes of evaluating material capex investments for nearest equivalent measure on an IFRS basis is the ETR on profit or
consistency with the Paris goals, two quantitative tests were applied, loss for the period. A reconciliation to GAAP information is provided
see page 22. on page 344.
1. Operational carbon intensity (CI) Associate
The annual average operational GHG emissions (TeCO2e/unit), An entity over which the group has significant influence and that is
divided by the relevant unit of output: neither a subsidiary nor a joint arrangement of the group. Significant
influence is the power to participate in the financial and operating
• per thousand barrels of oil equivalent in Upstream
policy decisions of the investee but is not control or joint control over
• per utilized equivalent distillation capacity in refining those policies.
• per thousand tonnes in petrochemicals. Brent
2. Profitability index (PI) A trading classification for North Sea crude oil that serves as a major
benchmark price for purchases of oil worldwide.
Operating cash flow divided by investment required (both on a
present value basis). Capital expenditure
‘Investment required’ means economic resources including capital Total cash capital expenditure as stated in the group cash flow
investment, decommissioning expenditure and the value of any statement.
credit support to third parties (e.g. partner carry). Consolidation adjustment – UPII
Average emissions intensity of marketed energy products Unrealized profit in inventory arising on inter-segment transactions.
The weighted average GHG emissions per unit of energy delivered Commodity trading contracts
grams CO2e/MJ, estimated in respect of marketing sales of energy BP’s Upstream and Downstream segments both participate in
products. GHG emissions are estimated on a lifecycle basis covering regional and global commodity trading markets in order to manage,
production, distribution and use of the relevant products, assuming transact and hedge the crude oil, refined products and natural gas
full stoichiometric combustion to CO2. that the group either produces or consumes in its manufacturing
operations. These physical trading activities, together with associated
Net zero aims and ambition glossary incremental trading opportunities, are discussed in Upstream on page
Net zero 50 and in Downstream on page 56. The range of contracts the group
References to global net zero in the phrase, 'to help the world get to enters into in its commodity trading operations is described below.
net zero', means achieving '...a balance between anthropogenic Using these contracts, in combination with rights to access storage
emissions by sources and removals by sinks of greenhouse and transportation capacity, allows the group to access advantageous
gases...on the basis of equity, and in the context of sustainable pricing differences between locations, time periods and arbitrage
development and efforts to eradicate poverty', as set out in Article 4 between markets.
(1) of the Paris Agreement.
References to net zero for BP in the context of our ambition and Aims
1 and 2 as set out on page 7 (such as 'be a net zero company by 2050
or sooner'), means achieving a balance between (a) the relevant
Scope 1 and 2 emissions (for our Aim 1), or Scope 3 emissions (for
our Aim 2), and (b) the aggregate of applicable deductions from

Exchange-traded commodity derivatives Dividend yield
Contracts that are typically in the form of futures and options traded Sum of the four quarterly dividends announced in respect of the year
on a recognized exchange, such as Nymex and ICE. Such contracts as a percentage of the year-end share price on the respective
are traded in standard specifications for the main marker crude oils, exchange.
such as Brent and West Texas Intermediate; the main product grades,
such as gasoline and gasoil; and for natural gas and power. Gains and Effective tax rate (ETR) on replacement cost (RC) profit or loss
losses, otherwise referred to as variation margin, are generally settled Non-GAAP measure. The ETR on RC profit or loss is calculated by
on a daily basis with the relevant exchange. These contracts are used dividing taxation on a RC basis by RC profit or loss before tax.
for the trading and risk management of crude oil, refined products, Information on RC profit or loss is provided below. BP believes it is
and natural gas and power. Realized and unrealized gains and losses helpful to disclose the ETR on RC profit or loss because this measure
on exchange-traded commodity derivatives are included in sales and excludes the impact of price changes on the replacement of
other operating revenues for accounting purposes. inventories and allows for more meaningful comparisons between
reporting periods. The nearest equivalent measure on an IFRS basis is
Over-the-counter contracts the ETR on profit or loss for the period. A reconciliation to GAAP
Contracts that are typically in the form of forwards, swaps and information is provided on page 344.
options. Some of these contracts are traded bilaterally between
counterparties or through brokers, others may be cleared by a central Fair value accounting effects
clearing counterparty. These contracts can be used both for trading Non-GAAP adjustments to IFRS profit or loss. We use derivative
and risk management activities. Realized and unrealized gains and instruments to manage the economic exposure relating to inventories
losses on over-the-counter (OTC) contracts are included in sales and above normal operating requirements of crude oil, natural gas and
other operating revenues for accounting purposes. Many grades of petroleum products. Under IFRS, these inventories are recorded at
crude oil bought and sold use standard contracts including US historical cost. The related derivative instruments, however, are
domestic light sweet crude oil, commonly referred to as West Texas required to be recorded at fair value with gains and losses recognized
Intermediate, and a standard North Sea crude blend – Brent, Forties, in the income statement. This is because hedge accounting is either
Oseberg and Ekofisk (BFOE). Forward contracts are used in not permitted or not followed, principally due to the impracticality of
connection with the purchase of crude oil supplies for refineries, effectiveness-testing requirements. Therefore, measurement
products for marketing and sales of the group’s oil production and differences in relation to recognition of gains and losses occur. Gains
refined products. The contracts typically contain standard delivery and and losses on these inventories are not recognized until the
settlement terms. These transactions call for physical delivery of oil commodity is sold in a subsequent accounting period. Gains and
with consequent operational and price risk. However, various means losses on the related derivative commodity contracts are recognized
exist and are used from time to time, to settle obligations under the in the income statement, from the time the derivative commodity
contracts in cash rather than through physical delivery. Because the contract is entered into, on a fair value basis using forward prices
physically settled transactions are delivered by cargo, the BFOE consistent with the contract maturity.
contract additionally specifies a standard volume and tolerance. BP enters into physical commodity contracts to meet certain
Gas and power OTC markets are highly developed in North America business requirements, such as the purchase of crude for a refinery
and the UK, where commodities can be bought and sold for delivery or the sale of BP’s gas production. Under IFRS these physical
in future periods. These contracts are negotiated between two parties contracts are treated as derivatives and are required to be fair valued
to purchase and sell gas and power at a specified price, with delivery when they are managed as part of a larger portfolio of similar
and settlement at a future date. Typically, the contracts specify transactions. Gains and losses arising are recognized in the income
delivery terms for the underlying commodity. Some of these statement from the time the derivative commodity contract is
transactions are not settled physically as they can be achieved by entered into.
transacting offsetting sale or purchase contracts for the same IFRS require that inventory held for trading is recorded at its fair value
location and delivery period that are offset during the scheduling of using period-end spot prices, whereas any related derivative
delivery or dispatch. The contracts contain standard terms such as commodity instruments are required to be recorded at values based
delivery point, pricing mechanism, settlement terms and specification on forward prices consistent with the contract maturity. Depending
of the commodity. Typically, volume, price and term (e.g. daily, on market conditions, these forward prices can be either higher or
monthly and balance of month) are the main variable contract terms. lower than spot prices, resulting in measurement differences.
Swaps are often contractual obligations to exchange cash flows BP enters into contracts for pipelines and other transportation,
between two parties. A typical swap transaction usually references a storage capacity, oil and gas processing and liquefied natural gas
floating price and a fixed price with the net difference of the cash (LNG) that, under IFRS, are recorded on an accruals basis. These
flows being settled. Options give the holder the right, but not the contracts are risk-managed using a variety of derivative instruments
obligation, to buy or sell crude, oil products, natural gas or power at a that are fair valued under IFRS. This results in measurement
specified price on or before a specific future date. Amounts under differences in relation to recognition of gains and losses.
these derivative financial instruments are settled at expiry. Typically,
The way that BP manages the economic exposures described above,
netting agreements are used to limit credit exposure and support
and measures performance internally, differs from the way these
liquidity.
activities are measured under IFRS. BP calculates this difference for
Spot and term contracts consolidated entities by comparing the IFRS result with
Spot contracts are contracts to purchase or sell a commodity at the management’s internal measure of performance. Under
market price prevailing on or around the delivery date when title to management’s internal measure of performance the inventory,
the inventory is taken. Term contracts are contracts to purchase or transportation and capacity contracts in question are valued based on
sell a commodity at regular intervals over an agreed term. Though fair value using relevant forward prices prevailing at the end of the
spot and term contracts may have a standard form, there is no period. The fair values of derivative instruments used to risk manage
offsetting mechanism in place. These transactions result in physical certain oil, gas and other contracts, are deferred to match with the
delivery with operational and price risk. Spot and term contracts underlying exposure and the commodity contracts for business
typically relate to purchases of crude for a refinery, products for requirements are accounted for on an accruals basis. We believe that
marketing, or third-party natural gas, or sales of the group’s oil disclosing management’s estimate of this difference provides useful
production, oil products or gas production to third parties. For information for investors because it enables investors to see the
accounting purposes, spot and term sales are included in sales and economic effect of these activities as a whole.
other operating revenues when title passes. Similarly, spot and term In addition, from 2018 fair value accounting effects include changes in
purchases are included in purchases for accounting purposes. the fair value of the near-term portions of LNG contracts that fall
Divestment proceeds within BP’s risk management framework. LNG contracts are not
Disposal proceeds as per the group cash flow statement. considered derivatives, because there is insufficient market liquidity,
and they are therefore accrual accounted under IFRS. However, oil

and natural gas derivative financial instruments (used to risk manage Inventory holding gains and losses
the near-term portions of the LNG contracts) are fair valued under The difference between the cost of sales calculated using the
IFRS. The fair value accounting effect reduces timing differences replacement cost of inventory and the cost of sales calculated on the
between recognition of the derivative financial instruments used to first-in first-out (FIFO) method after adjusting for any changes in
risk manage the LNG contracts and the recognition of the LNG provisions where the net realizable value of the inventory is lower
contracts themselves, which therefore gives a better representation than its cost. Under the FIFO method, which we use for IFRS
of performance in each period. Comparative information has not been reporting, the cost of inventory charged to the income statement is
restated on the basis that the effect was not material. based on its historical cost of purchase or manufacture, rather than its
replacement cost. In volatile energy markets, this can have a
Finance debt ratio significant distorting effect on reported income. The amounts
Finance debt ratio is defined as the ratio of finance debt to the total of disclosed represent the difference between the charge to the income
finance debt plus total equity. statement for inventory on a FIFO basis (after adjusting for any
Free cash flow related movements in net realizable value provisions) and the charge
Operating cash flow less net cash used in investing activities and that would have arisen based on the replacement cost of inventory.
lease liability payments included in financing activities, as presented For this purpose, the replacement cost of inventory is calculated
in the group cash flow statement. using data from each operation’s production and manufacturing
system, either on a monthly basis, or separately for each transaction
Gearing and net debt where the system allows this approach. The amounts disclosed are
Non-GAAP measures. Net debt is calculated as finance debt, as not separately reflected in the financial statements as a gain or loss.
shown in the balance sheet, plus the fair value of associated No adjustment is made in respect of the cost of inventories held as
derivative financial instruments that are used to hedge foreign part of a trading position and certain other temporary inventory
currency exchange and interest rate risks relating to finance debt, for positions. See Replacement cost (RC) profit or loss definition below.
which hedge accounting is applied, less cash and cash equivalents.
Gearing is defined as the ratio of net debt to the total of net debt plus Joint arrangement
total equity. BP believes these measures provide useful information An arrangement in which two or more parties have joint control.
to investors. Net debt enables investors to see the economic effect of Joint control
finance debt, related hedges and cash and cash equivalents in total. Contractually agreed sharing of control over an arrangement, which
Gearing enables investors to see how significant net debt is relative exists only when decisions about the relevant activities require the
to total equity. The derivatives are reported on the balance sheet unanimous consent of the parties sharing control.
within the headings ‘Derivative financial instruments’. See Financial
statements – Note 27 for information on finance debt, which is the Joint operation
nearest equivalent measure to net debt on an IFRS basis. A joint arrangement whereby the parties that have joint control of the
arrangement have rights to the assets, and obligations for the
We are unable to present reconciliations of forward-looking
liabilities, relating to the arrangement.
information for gearing to finance debt ratio, because without
unreasonable efforts, we are unable to forecast accurately certain Joint venture
adjusting items required to present a meaningful comparable GAAP A joint arrangement whereby the parties that have joint control of the
forward-looking financial measure. These items include fair value arrangement have rights to the net assets of the arrangement.
asset (liability) of hedges related to finance debt and cash and cash
equivalents, that are difficult to predict in advance in order to include Liquids
in a GAAP estimate. Comprises crude oil, condensate and natural gas liquids. For the
Upstream segment, it also includes bitumen.
Henry Hub
A distribution hub on the natural gas pipeline system in Erath, LNG train
Louisiana, that lends its name to the pricing point for natural gas An LNG train is a processing facility used to liquefy and purify natural
futures contracts traded on the New York Mercantile Exchange and gas in the formation of LNG.
the over-the-counter swaps traded on Intercontinental Exchange.
Major projects
Hydrocarbons Have a BP net investment of at least $250 million, or are considered
Liquids and natural gas. Natural gas is converted to oil equivalent at to be of strategic importance to BP or of a high degree of complexity.
5.8 billion cubic feet = 1 million barrels.
Net debt including leases
Inorganic capital expenditure Non-GAAP measure. Net debt including leases is calculated as net
A subset of capital expenditure and is a non-GAAP measure. debt plus lease liabilities, less the net amount of partner receivables
Inorganic capital expenditure comprises consideration in business and payables relating to leases entered into on behalf of joint
combinations and certain other significant investments made by the operations. BP believes this measure provides useful information to
group. It is reported on a cash basis. BP believes that this measure investors as it enables investors to understand the impact of the
provides useful information as it allows investors to understand how group’s lease portfolio on net debt. See Financial statements – Note
BP’s management invests funds in projects which expand the group’s 27 for information on finance debt, which is the nearest equivalent
activities through acquisition. Further information and a reconciliation measure to net debt on an IFRS basis.
to GAAP information is provided on page 299.
Net generating capacity
The sum of the rated capacities of the assets/turbines that have
entered into commercial operation, including BP’s share of equity-
accounted entities. The gross data is the equivalent capacity on a
gross-joint venture basis, which includes 100% of the capacity of
equity-accounted entities where BP has partial ownership.

Non-operating items the costs incurred and a stipulated share of the production remaining
Charges and credits are included in the financial statements that BP after such cost recovery.
discloses separately because it considers such disclosures to be
meaningful and relevant to investors. They are items that Readily marketable inventory (RMI)
management considers not to be part of underlying business RMI is inventory held and price risk-managed by our integrated supply
operations and are disclosed in order to enable investors better to and trading function (IST) which could be sold to generate funds if
understand and evaluate the group’s reported financial performance. required. It comprises oil and oil products for which liquid markets are
Non-operating items within equity-accounted earnings are reported available and excludes inventory which is required to meet operational
net of incremental income tax reported by the equity-accounted requirements and other inventory which is not price risk-managed.
entity. An analysis of non-operating items by segment and type is RMI is reported at fair value. Inventory held by the Downstream fuels
shown on page 300. business for the purpose of sales and marketing, and all inventories
relating to the lubricants and petrochemicals businesses, are not
Operating cash flow included in RMI. BP believes that disclosing the amounts of RMI and
Net cash provided by (used in) operating activities as stated in the paid-up RMI is useful to investors as it enables them to better
group cash flow statement. When used in the context of a segment understand and evaluate the group’s inventories and liquidity position
rather than the group, the terms refer to the segment’s share thereof. by enabling them to see the level of discretionary inventory held by
IST and to see builds or releases of liquid trading inventory.
Operating cash flow excluding Gulf of Mexico oil spill payments
Non-GAAP measure. It is calculated by excluding post-tax operating Paid-up RMI excludes RMI which has not yet been paid for. For
cash flows relating to the Gulf of Mexico oil spill from net cash inventory that is held in storage, a first-in first-out (FIFO) approach is
provided by operating activities as reported in the group cash flow used to determine whether inventory has been paid for or not. Unpaid
statement. BP believes net cash provided by operating activities RMI is RMI which has not yet been paid for by BP. RMI at fair value,
excluding amounts related to the Gulf of Mexico oil spill is a useful Paid-up RMI and Unpaid RMI are non-GAAP measures. A
measure as it allows for more meaningful comparisons between reconciliation of total inventory as reported on the group balance
reporting periods. The nearest equivalent measure on an IFRS basis is sheet to paid-up RMI is provided on page 346.
net cash provided by operating activities. Realizations
Organic free cash flow is operating cash flow excluding Gulf of Realizations are the result of dividing revenue generated from
Mexico oil spill payments less organic capital expenditure. hydrocarbon sales, excluding revenue generated from purchases
made for resale and royalty volumes, by revenue generating
Operating cash margin hydrocarbon production volumes. Revenue generating hydrocarbon
Operating cash margin is operating cash flow divided by the production reflects the BP share of production as adjusted for any
applicable number of barrels of oil equivalent produced, at $52/bbl flat production which does not generate revenue. Adjustments may
oil prices. Expected operating cash margins are calculated over the include losses due to shrinkage, amounts consumed during
period 2016-2025. processing, and contractual or regulatory host committed volumes
such as royalties. For the Upstream segment, realizations include
Operating management system (OMS)
transfers between businesses.
BP’s OMS helps us manage risks in our operating activities by setting
out BP’s principles for good operating practice. It brings together BP Refining availability
requirements on health, safety, security, the environment, social Represents Solomon Associates’ operational availability for BP-
responsibility and operational reliability, as well as related issues, operated refineries, which is defined as the percentage of the year
such as maintenance, contractor relations and organizational learning, that a unit is available for processing after subtracting the annualized
into a common management system. time lost due to turnaround activity and all planned mechanical,
process and regulatory downtime.
Organic capital expenditure
A subset of capital expenditure and is a non-GAAP measure. Organic Refining marker margin (RMM)
capital expenditure comprises capital expenditure less inorganic The average of regional indicator margins weighted for BP’s crude
capital expenditure. BP believes that this measure provides useful refining capacity in each region. Each regional marker margin is based
information as it allows investors to understand how BP’s on product yields and a marker crude oil deemed appropriate for the
management invests funds in developing and maintaining the group’s region. The regional indicator margins may not be representative of
assets. An analysis of organic capital expenditure by segment and the margins achieved by BP in any period because of BP’s particular
region, and a reconciliation to GAAP information is provided on page refinery configurations and crude and product slate.
299.
Refining net cash margin per barrel
We are unable to present reconciliations of forward-looking Refining net cash margin is defined by Solomon Associates as the net
information for organic capital expenditure to total cash capital margin achieved after subtracting cash operating expenses and
expenditure, because without unreasonable efforts, we are unable to adding any refinery revenue from other sources. Net cash margin is
forecast accurately the adjusting item, inorganic capital expenditure, expressed in US dollars per barrel of net refinery input.
that is difficult to predict in advance in order to derive the nearest
GAAP estimate. Refinery utilization
Refinery utilization is calculated as annual throughput (thousands of
Organic sources of cash and organic uses of cash barrels per day) divided by crude distillation capacity.
Non-GAAP measure. Organic sources of cash is the sum of operating
cash flow, excluding Gulf of Mexico oil spill payments, and proceeds Replacement cost (RC) profit or loss
of loan repayments. Organic uses of cash is the sum of organic Reflects the replacement cost of inventories sold in the period and is
capital expenditure, dividends and share buybacks. The nearest arrived at by excluding inventory holding gains and losses from profit
equivalent measure on an IFRS basis for organic sources of cash is or loss. RC profit or loss is the measure of profit or loss that is
net cash provided by operating activities and the nearest equivalent required to be disclosed for each operating segment under IFRS.
measures on an IFRS basis for organic uses of cash are total cash RC profit or loss for the group is a non-GAAP measure. Management
capital expenditure, dividends paid to BP shareholders and net issue believes this measure is useful to illustrate to investors the fact that
(repurchase) of shares. crude oil and product prices can vary significantly from period to
period and that the impact on our reported result under IFRS can be
Production-sharing agreement / contract (PSA / PSC) significant. Inventory holding gains and losses vary from period to
An arrangement through which an oil and gas company bears the period due to changes in prices as well as changes in underlying
risks and costs of exploration, development and production. In return, inventory levels. In order for investors to understand the operating
if exploration is successful, the oil company receives entitlement to performance of the group excluding the impact of price changes on
variable physical volumes of hydrocarbons, representing recovery of the replacement of inventories, and to make comparisons of
operating performance between reporting periods, BP’s management

believes it is helpful to disclose this measure. The nearest equivalent permeability or high viscosity. Examples include shale gas and oil,
measure on an IFRS basis is profit or loss attributable to BP coalbed methane, gas hydrates and natural bitumen deposits. These
shareholders. See Financial statements – Note 5. A reconciliation to typically require specialized extraction technology such as hydraulic
GAAP information is provided on page 298. fracturing or steam injection.
RC profit or loss per share Underlying effective tax rate (ETR)
Non-GAAP measure. Earnings per share is defined in Financial Non-GAAP measure. The underlying ETR is calculated by dividing
statements – Note 11. RC profit or loss per share is calculated using taxation on an underlying replacement cost (RC) basis by underlying
the same denominator. The numerator used is RC profit or loss RC profit or loss before tax. Taxation on an underlying RC basis is
attributable to BP shareholders rather than profit or loss attributable taxation on a RC basis for the period adjusted for taxation on non-
to BP shareholders. BP believes it is helpful to disclose the RC profit operating items and fair value accounting effects. Information on
or loss per share because this measure excludes the impact of price underlying RC profit or loss is provided below. BP believes it is helpful
changes on the replacement of inventories and allows for more to disclose the underlying ETR because this measure may help
meaningful comparisons between reporting periods. The nearest investors to understand and evaluate, in the same manner as
equivalent measure on an IFRS basis is basic earnings per share management, the underlying trends in BP’s operational performance
based on profit or loss for the period attributable to BP shareholders. on a comparable basis, period on period. The nearest equivalent
A reconciliation to GAAP information is provided on page 344. measure on an IFRS basis is the ETR on profit or loss for the period. A
reconciliation to GAAP information is provided on page 344.
Reserves replacement ratio
The extent to which the year’s production has been replaced by We are unable to present reconciliations of forward-looking
proved reserves added to our reserve base. The ratio is expressed in information for underlying ETR to ETR on profit or loss for the period,
oil-equivalent terms and includes changes resulting from discoveries, because without unreasonable efforts, we are unable to forecast
improved recovery and extensions and revisions to previous accurately certain adjusting items required to present a meaningful
estimates, but excludes changes resulting from acquisitions and comparable GAAP forward-looking financial measure. These items
disposals. include the taxation on inventory holding gains and losses, non-
operating items and fair value accounting effects, that are difficult to
Return on average capital employed predict in advance in order to include in a GAAP estimate.
Non-GAAP measure. Return on average capital employed (ROACE) is
underlying replacement cost profit, after adding back non-controlling Underlying production
interest and interest expense net of tax (for 2015, 2016 and 2017 Production after adjusting for acquisitions and divestments and
interest expense was net of notional tax at an assumed 35%), divided entitlement impacts in our production-sharing agreements (PSAs).
by average capital employed (total equity plus finance debt), excluding 2019 underlying production, when compared with 2018, is production
cash and cash equivalents and goodwill. Interest expense is finance after adjusting for BPX Energy, other acquisitions and divestments,
costs excluding lease interest and the unwinding of the discount on and entitlement impacts in our PSAs.
provisions and other payables before tax. BP believes it is helpful to Underlying RC profit or loss
disclose the ROACE because this measure gives an indication of the Non-GAAP measure. RC profit or loss after adjusting for non-
company's capital efficiency. The nearest GAAP measures of the operating items and fair value accounting effects. See page 300 and
numerator and denominator are profit or loss for the period 344 for additional information on the non-operating items and fair
attributable to BP shareholders and average capital employed value accounting effects that are used to arrive at underlying RC profit
respectively. The reconciliation of the numerator and denominator is or loss in order to enable a full understanding of the events and their
provided on page 345. financial impact. BP believes that underlying RC profit or loss is a
We are unable to present forward-looking information of the nearest useful measure for investors because it is a measure closely tracked
GAAP measures of the numerator and denominator for ROACE, by management to evaluate BP’s operating performance and to make
because without unreasonable efforts, we are unable to forecast financial, strategic and operating decisions and because it may help
accurately certain adjusting items required to calculate a meaningful investors to understand and evaluate, in the same manner as
comparable GAAP forward-looking financial measure. These items management, the underlying trends in BP’s operational performance
include inventory holding gains or losses and interest net of tax, that on a comparable basis, year on year, by adjusting for the effects of
are difficult to predict in advance in order to include in a GAAP these non-operating items and fair value accounting effects.
estimate. The nearest equivalent measure on an IFRS basis for the group is
Subsidiary profit or loss for the year attributable to BP shareholders. The nearest
An entity that is controlled by the BP group. Control of an investee equivalent measure on an IFRS basis for segments is RC profit or loss
exists when an investor is exposed, or has rights, to variable returns before interest and taxation. Underlying profit in the chief executive
from its involvement with the investee and has the ability to affect officer’s letter on page 4 refers to full year underlying RC profit for the
those returns through its power over the investee. group. A reconciliation to GAAP information is provided on page 298.
Tier 1 and tier 2 process safety events Underlying replacement cost (RC) profit or loss per share
Tier 1 events are losses of primary containment from a process of Non-GAAP measure. Earnings per share is defined Financial
greatest consequence – causing harm to a member of the workforce, statements – Note 11. Underlying RC profit or loss per share is
damage to equipment from a fire or explosion, a community impact calculated using the same denominator. The numerator used is
or exceeding defined quantities. Tier 2 events are those of lesser underlying RC profit or loss attributable to BP shareholders rather
consequence. These represent reported incidents occurring within than profit or loss attributable to BP shareholders. BP believes it is
BP’s operational HSSE reporting boundary. That boundary includes helpful to disclose the underlying RC profit or loss per share because
BP’s own operated facilities and certain other locations or situations. this measure may help investors to understand and evaluate, in the
same manner as management, the underlying trends in BP’s
Tight oil and gas operational performance on a comparable basis, period on period. The
Natural oil and gas reservoirs locked in hard sandstone rocks with low nearest equivalent measure on an IFRS basis is basic earnings per
permeability, making the underground formation extremely tight. share based on profit or loss for the period attributable to BP
shareholders. A reconciliation to GAAP information is provided on
UK National Balancing Point
page 344.
A virtual trading location for sale, purchase and exchange of UK
natural gas. It is the pricing and delivery point for the Intercontinental
Exchange natural gas futures contract.
Unconventionals
Resources found in geographic accumulations over a large area, that
usually present additional challenges to development such as low

Upstream plant reliability
BP-operated Upstream plant reliability is calculated taking 100% less
the ratio of total unplanned plant deferrals divided by installed
production capacity. Unplanned plant deferrals are associated with
the topside plant and where applicable the subsea equipment
(excluding wells and reservoir). Unplanned plant deferrals include
breakdowns, which does not include Gulf of Mexico weather related
downtime.
Upstream unit production cost
Upstream unit production cost is calculated as production cost
divided by units of production. Production cost does not include ad
valorem and severance taxes. Units of production are barrels for
liquids and thousands of cubic feet for gas. Amounts disclosed are for
BP subsidiaries only and do not include BP’s share of equity-
accounted entities.
Wellwork
Activities undertaken on previously completed wells with the primary
objective to restore or increase production.
West Texas Intermediate (WTI)
A light sweet crude oil, priced at Cushing, Oklahoma, which serves as
a benchmark price for purchases of oil in the US.
Working capital
Movements in inventories and other current and non-current assets
and liabilities as stated in the group cash flow statement.
Trade marks
Trade marks of the BP group appear throughout this report. They
include: Aral, ARCO, BP, BP Infinia, BPme, BPme Rewards, Castrol
Trade marks:
Butamax – a registered trade mark of Butamax Advance Biofuels LLC.
Fulcrum BioEnergy – registered trade marks of Fulcrum BioEnergy,
Inc.
M&S Simply Food – a registered trade mark of Marks & Spencer plc.
REWE to Go – a registered trade mark of REWE.

Non-GAAP measures reconciliations
Non-GAAP information on fair value accounting effects
The impacts of fair value accounting effects, relative to management’s internal measure of performance, and a reconciliation to GAAP
information is set out below. Further information on fair value accounting effects is provided on page 339.
$ million
2019 2018 2017
Upstream
Unrecognized (gains) losses brought forward from previous perioda (455) (419) (393)
Favourable (adverse) impact relative to management’s measure of performance 706 (39) 27
Exchange translation gains (losses) on fair value accounting effects 2 3 2
Unrecognized (gains) losses carried forward 253 (455) (364)
Downstreamb
Unrecognized (gains) losses brought forward from previous perioda (56) (151) (71)
Favourable (adverse) impact relative to management’s measure of performance 160 95 (135)
Unrecognized (gains) losses carried forward 104 (56) (206)
Favourable (adverse) impact relative to management’s measure of performance – by region

Upstream
US (179) (35) 192
Non-US 885 (4) (165)
706 (39) 27
Downstreamb
US 148 (155) (29)
Non-US 12 250 (106)
160 95 (135)
866 56 (108)
Taxation credit (charge) (155) 12 12
711 68 (96)
a
2018 brought forward fair value accounting effect balances include a $55-million adjustment between Upstream and Downstream as part of the transfer of the NGL business between
segments.
b
Fair value accounting effects arise solely in the fuels business.
Reconciliation of basic earnings per ordinary share to RC profit (loss) per share and to underlying RC profit
per share
Per ordinary share – cents
2019 2018 2017 2016 2015
Profit (loss) for the yeara 19.84 46.98 17.20 0.61 (35.39)
Inventory holding (gains) losses, before tax (3.29) 4.01 (4.32) (8.52) 10.31
Taxation charge (credit) on inventory holding gains and losses 0.77 (0.99) 1.14 2.58 (3.10)
RC profit (loss) for the year 17.32 50.00 14.02 (5.33) (28.18)
Net (favourable) adverse impact of non-operating items and fair value
accounting effects, before tax 40.73 16.93 18.94 35.99 82.23
Taxation charge (credit) on non-operating items and fair value
accounting effects (8.81) (3.23) (1.65) (16.87) (21.83)
Underlying RC profit for the year 49.24 63.70 31.31 13.79 32.22
a
Profit attributable to BP shareholders.

Reconciliation of effective tax rate (ETR) to ETR on RC profit or loss and adjusted ETR
Taxation (charge) credit
$ million
2019 2018 2017 2016 2015
Taxation on profit or loss for the year (3,964) (7,145) (3,712) 2,467 3,171
Adjusted for taxation on inventory holding gains and losses (156) 198 (225) (483) 569
Taxation on a RC profit or loss basis (3,808) (7,343) (3,487) 2,950 2,602
Adjusted for taxation on non-operating items and fair value
accounting effects 1,788 522 1,184 3,162 4,000
Adjusted for the impact of US tax reform — 121 (859) — —
Adjusted for the impact of the reduction in the rate of the UK North
Sea supplementary charge — — — 434 915
Adjusted taxation (5,596) (7,986) (3,812) (646) (2,313)
Effective tax rate

%
2019 2018 2017 2016 2015
ETR on profit or loss for the year 49 43 52 107 33
Adjusted for inventory holding gains and losses 2 (1) 3 (31) 1
ETR on RC profit or loss 51 42 55 76 34
Adjusted for non-operating items and fair value accounting effects (15) (5) (9) (69) (15)
Adjusted for the impact of US tax reform — 1 (8) — —
Adjusted for the impact of the reduction in the rate of the UK North
Sea supplementary charge — — — 16 12
Adjusted ETR 36 38 38 23 31
Return on average capital employed (ROACE)

$ million
2019 2018 2017 2016 2015
Profit (loss) for the year attributable to BP shareholders 4,026 9,383 3,389 115 (6,482)
Inventory holding (gains) losses, net of tax (511) 603 (628) (1,114) 1,320
Non-operating items and fair value accounting effects, net of tax 6,475 2,737 3,405 3,584 11,067
Underlying RC profit 9,990 12,723 6,166 2,585 5,905
Interest expense, net of taxa 1,744 1,583 924 635 576
Non-controlling interests 164 195 79 57 82
Adjusted underlying RC profit 11,898 14,501 7,169 3,277 6,563
Total equity 100,708 101,548 100,404 96,843 98,387
Finance debt 67,724 65,132 62,574 57,665 52,465
Capital employed (2019 average $167,556 million) 168,432 166,680 162,978 154,508 150,852
Less: Goodwill 11,868 12,204 11,551 11,194 11,627
Cash and cash equivalents 22,472 22,468 25,586 23,484 26,389
134,092 132,008 125,841 119,830 112,836
Average capital employed excluding goodwill and cash and cash
equivalents 133,050 128,925 123,481 117,002 118,702
ROACE 8.9% 11.2 % 5.8% 2.8% 5.5%
a
Calculated on a post-tax basis (for 2017 and earlier interest expense was net of notional tax at an assumed 35%).

Readily marketable inventory (RMI)
Readily marketable inventory (RMI) is oil and oil products inventory held and price risk-managed by BP`s integrated supply and trading function
(IST) which could be sold to generate funds if required. Details of RMI balances and a reconciliation to GAAP information is set out below.
Further information on RMI, RMI at fair value, paid-up RMI and unpaid RMI is provided on page 341.
2019 2018
RMI at fair value 6,837 4,202
Paid-up RMI 3,217 1,641
Reconciliation of non-GAAP information

2019 2018
Reconciliation of total inventory to paid-up RMI
Inventories as reported on the group balance sheet 20,880 17,988
Less: (a) inventories which are not oil and oil products and (b) oil and oil product inventories which are not risk-
managed by IST (14,280) (14,066)
RMI on IFRS basis 6,600 3,922
Plus: difference between RMI at fair value and RMI on an IFRS basis 237 280
RMI at fair value 6,837 4,202
Less: unpaid RMI at fair value (3,620) (2,561)
Paid-up RMI 3,217 1,641
The Directors’ report on pages 72-99, 101 (in respect of the remuneration committee report shown in green only), 128-130, 232-259 and
297-346 was approved by the board and signed on its behalf by Ben J. S. Mathews, company secretary on 18 March 2020.
BP p.l.c.
Registered in England and Wales No. 102498

Signatures
The registrant hereby certifies that it meets all of the requirements for filing on Form 20-F and that it has duly caused and authorized the
undersigned to sign this annual report on its behalf.
BP p.l.c.
(Registrant)
/s/ Ben J. S. Mathews

Company secretary
18 March 2020

Cross reference to Form 20-F
Page
Item 1. Identity of Directors, Senior Management and Advisors n/a
Item 2. Offer Statistics and Expected Timetable n/a
Item 3. Key Information
A. Selected financial data 298, 328
B. Capitalization and indebtedness n/a
C. Reasons for the offer and use of proceeds n/a
D. Risk factors 70-71
Item 4. Information on the Company
A. History and development of the company 23, 36-38, 50-65, 174-176, 181, 187, 189-191, 303-306, 331
B. Business overview 8-9, 13, 36-38, 50-65, 177-180, 303-306, 314-319, 325
C. Organizational structure 222
D. Property, plants and equipment 33, 55, 58, 186, 257-259, 301-313, 323
Item 4A. Unresolved Staff Comments None
Item 5. Operating and Financial Review and Prospects
A. Operating results 36-38, 50-65, 70, 180, 189-191, 200, 202-214, 314-320
B. Liquidity and capital resources 156, 187, 200-207, 301-302

C. Research and development, patent and licenses 180, 323
D. Trend information 36-38, 50-65
E. Off-balance sheet arrangements 177-179, 189-191, 301
F. Tabular disclosure of contractual commitments 301
G. Safe harbor 324-325
Item 6. Directors, Senior Management and Employees
A. Directors and senior management 74-81
B. Compensation 32-35, 101-127, 194-199, 220-221
C. Board practices 74-77, 88-95, 100, 114
D. Employees 47, 221
E. Share ownership 47, 113, 194-199, 220-220
Item 7. Major Shareholders and Related Party Transactions
A. Major shareholders 330-331
B. Related party transactions 189, 321
C. Interests of experts and counsel n/a
Item 8. Financial Information
A. Consolidated statements and other financial information 146-149, 152, 154-156, 157-259, 319-320, 328
B. Significant changes n/a
Item 9. The Offer and Listing
A. Offer and listing details 328
B. Plan of distribution n/a
C. Markets 328
D. Selling shareholders n/a
E. Dilution n/a
F. Expenses of the issue n/a
Item 10. Additional Information
A. Share capital n/a
B. Memorandum and articles of association 331-333
C. Material contracts 321
D. Exchange controls 328
E. Taxation 328-330
F. Dividends and paying agents n/a
G. Statements by experts n/a
H. Documents on display 335
I. Subsidiary information n/a
Item 11. Quantitative and Qualitative Disclosures about Market Risk 202-207
Item 12. Description of securities other than equity securities
A. Debt Securities n/a
B. Warrants and Rights n/a
C. Other Securities n/a
D. American Depositary Shares 335
Item 13. Defaults, Dividend Arrearages and Delinquencies None
Item 14. Material Modifications to the Rights of Security Holders and Use of None
Proceeds
Item 15. Controls and Procedures 150, 322
Item 16A. Audit Committee Financial Expert 77, 86, 91
Item 16B. Code of Ethics 322
Item 16C. Principal Accountant Fees and Services 93, 221, 322
Item 16D. Exemptions from the Listing Standards for Audit Committees n/a
Item 16E. Purchases of Equity Securities by the Issuer and Affiliated Purchasers 334
Item 16F. Change in Registrant’s Certifying Accountant n/a
Item 16G. Corporate governance 321
Item 17. Financial Statements n/a
Item 18. Financial Statements 152-156
Item 19. Exhibits 349

Information about this report Exhibits
This document constitutes the Annual Report and Accounts in The following documents are filed in the Securities and Exchange
accordance with UK requirements and the Annual Report on Form 20- Commission (SEC) EDGAR system, as part of this Annual Report on
F in accordance with the US Securities Exchange Act of 1934, for BP Form 20-F, and can be viewed on the SEC’s website.
p.l.c. for the year ended 31 December 2019. A cross reference to Exhibit 1 Memorandum and Articles of Association
Form 20-F requirements is included on page 348. of BP p.l.c.*******†
This document contains the Strategic report on the inside front cover Exhibit 2 Description of rights of each class of
securities registered under Section 12 of
and pages 1-71 and the Directors’ report on pages 72-99, 101 (in part the Securities Exchange Act of 1934†
only), 128-130, 232-259 and 297-346. The Strategic report and the
Directors’ report together include the management report required by Exhibit 4.1 The BP Executive Directors’ Incentive
Plan******†
DTR 4.1 of the UK Financial Conduct Authority’s Disclosure Guidance
and Transparency Rules. The Directors’ remuneration report is on Exhibit 4.4 Director’s Service Agreement for B
pages 100-127. The consolidated financial statements of the group are Looney†
on pages 131-231 and the corresponding reports of the auditor are on Exhibit 4.7 Director’s Service Contract for Dr B
pages 132-151. The parent company financial statements of BP p.l.c. Gilvary***†
are on pages 260-296. Exhibit 4.10 The BP Share Award Plan 2015*******†
The Directors’ statements (comprising the Statement of directors’ Exhibit 8 Subsidiaries (included as Note 37 to the
responsibilities; Risk management and internal control; Longer-term Financial Statements)
viability; Going concern; and Fair, balanced and understandable), the Exhibit 11 Code of Ethics*†
independent auditor’s report on the annual report and accounts to the
Exhibit 12 Rule 13a – 14(a) Certifications†
members of BP p.l.c., the parent company financial statements of BP
p.l.c. and corresponding auditor’s report and a non-GAAP measure of Exhibit 13 Rule 13a – 14(b) Certifications#†
operating cash flow excluding Gulf of Mexico oil spill payments« in Exhibit 15.1 Consent of DeGolyer and MacNaughton†
the tables on pages 35, 36 and 37 do not form part of BP’s Annual
Report on Form 20-F as filed with the SEC. Exhibit 15.2 Report of DeGolyer and MacNaughton†
Exhibit 15.3 Consent of Netherland, Sewell &
BP Annual Report and Form 20-F 2019 may be downloaded from Associates†
bp.com/annualreport. No material on the BP website, other than the
items identified as BP Annual Report and Form 20-F 2019, forms any Exhibit 15.4 Report of Netherland, Sewell &
Associates†
part of this document. References in this document to other
documents on the BP website, such as BP Energy Outlook, BP Exhibit 15.5 Consent Decree*******†
Sustainability Report, BP Statistical Review of World Energy and BP Exhibit 15.6 Gulf states Settlement
Technology Outlook are included as an aid to their location and are Agreement*******†
not incorporated by reference into this document. Exhibit 15.7 Consent of Ernst & Young LLP†
BP p.l.c. is the parent company of the BP group of companies. The Exhibit 15.8 Consent of Deloitte LLP†
company was incorporated in 1909 in England and Wales and
changed its name to BP p.l.c. in 2001. Where we refer to the Exhibit 101 Interactive data files
company, we mean BP p.l.c. The company and each of its
subsidiaries« are separate legal entities. Unless otherwise stated or * Incorporated by reference to the company’s Annual Report on Form 20-F for
the year ended 31 December 2009.
the context otherwise requires, the term “BP” and terms such as
** Incorporated by reference to the company’s Annual Report on Form 20-F for
“we”, “us” and “our” are used in this report for convenience to refer the year ended 31 December 2010.
to one or more of the members of the BP group instead of identifying *** Incorporated by reference to the company’s Annual Report on Form 20-F for
a particular entity or entities. Information in this document reflects the year ended 31 December 2011.
100% of the assets and operations of the company and its ***** Incorporated by reference to the company’s Annual Report on Form 20-F for
subsidiaries that were consolidated at the date or for the periods the year ended 31 December 2013.
indicated, including non-controlling interests. ****** Incorporated by reference to the company’s Annual Report on Form 20-F for
the year ended 31 December 2014.
The company’s primary share listing is the London Stock Exchange. In ******* Incorporated by reference to the company’s Annual Report on Form 20-F for
the US, the company’s securities are traded on the New York Stock the year ended 31 December 2015.
Exchange (NYSE) in the form of ADSs (see page 328 for more details) # Furnished only.
and in Germany in the form of a global depositary certificate † Included only in the annual report filed in the Securities and Exchange
representing BP ordinary shares traded on the Frankfurt, Hamburg Commission EDGAR system.
and Dusseldorf Stock Exchanges.
The term ‘shareholder’ in this report means, unless the context The total amount of long-term securities of BP p.l.c. and its
otherwise requires, investors in the equity capital of BP p.l.c., both subsidiaries under any one instrument does not exceed 10% of their
direct and indirect. As the company's shares, in the form of ADSs, are total assets on a consolidated basis.
listed on the NYSE, an Annual Report on Form 20-F is filed with the The company agrees to furnish copies of any or all such instruments
SEC. Ordinary shares are ordinary fully paid shares in BP p.l.c. of 25 to the SEC on request.
cents each. Preference shares are cumulative first preference shares
and cumulative second preference shares in BP p.l.c. of £1 each.
Registered office and Our agent in the US:

our worldwide headquarters:
BP p.l.c. BP America Inc. Paper: Nautilus Super White is a premium ecological paper. It is made from 100% post-
consumer waste recycled paper and is FSC® (Forest Stewardship Council®) certified. The
1 St James’s Square 501 Westlake Park Boulevard paper also holds the EU Ecolabel certification. The manufacturing mill also holds ISO 14001
London SW1Y 4PD Houston, Texas 77079 environmental certification. Printed in the UK by Pureprint Group.
UK US
Tel +44 (0)20 7496 4000 Tel +1 281 366 2000
Registered in England and Wales No. 102498.

London Stock Exchange symbol ‘BP.’

BP’s corporate reporting suite includes
information about our financial and operating
performance, sustainability performance and
also on global energy trends and projections.
Annual Report Sustainability Financial and Operating

and Form 20-F 2019 Report 2019 Information 2015-2019
Details of our financial Details of our sustainability How technology could
and operating performance performance with additional influence the way we meet
in print and online. information online. the energy challenge into
the future.
bp.com/annualreport bp.com/sustainability
bp.com/financialandoperating
BP Energy Outlook Statistical Review

Provides our projections of World Energy 2020
of future energy trends An objective review of
and factors that could key global energy trends.
affect them out to 2040.
bp.com/statisticalreview
bp.com/energyoutlook
Copies US and Canada Feedback

You can order BP’s Issuer Direct Your feedback is important
printed publications Toll-free: +1 888 301 2505 to us. You can email the
free of charge from bpreports@issuerdirect.com corporate reporting team at
bp.com/annualreport. corporatereporting@bp.com
UK and rest of world
BP Distribution Services You can also telephone
Tel: +44 (0)870 241 3269 +44 (0)20 7496 4000
bpdistributionservices@bp.com
or write to
Corporate reporting BP p.l.c.
1 St James’s Square
London SW1Y 4PD, UK
© BP p.l.c. 2020

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BP Annual Report and Form 20-F 2019

We will aim to dramatically reduce carbon in

We will advocate for fundamental and rapid

We know we don’t have all the answers

We want to be an energy company with

We believe we have the experience and

At a glance 8 Supplementary information on 232

Sustainability 39 Glossary 337

Upstream 50 Non-GAAP measures 344

Other businesses and corporate 63 Cross-reference to Form 20-F 348

Alternative Energy 63 Information about this report 349

Navigating our reports

Our fast read Our reporting centre Glossary

BP Annual Report and Form 20-F 2019 1

Our investor proposition

2 BP Annual Report and Form 20-F 2019

BP Annual Report and Form 20-F 2019 3

4 BP Annual Report and Form 20-F 2019

Our purpose is reimagining energy

Introducing a new structure, new

Our commitment to safe and

BP Annual Report and Form 20-F 2019 5

Our ambition for the energy transition

Pursuing a strategy that is Responding to increased shareholder interest

6 BP Annual Report and Form 20-F 2019

This is supported by 10 aims, which when taken

Five aims to get BP to net zero

See Sustainability, See Modernizing the

Five aims to help the world get to net zero

BP Annual Report and Form 20-F 2019 7

This section gives an overview of BP’s structure, scale and performance

$(2.8)bn $(1.3)bn $6.5bn $6.4bn

8 BP Annual Report and Form 20-F 2019

Scale Performance Advancing low carbon

a On a combined basis of subsidiaries and equity-accounted entities.

KPI See key performance indicators on page 32.

BP Annual Report and Form 20-F 2019 9

Megatrends BP Energy Outlook 2019

Changing societal expectations 50

Shifting geopolitical trends as 40

trade, economies and 35

Growing global concern over 20

Source: BP Energy Outlook 2019

10 BP Annual Report and Form 20-F 2019

The transition envisaged in the 2019 Outlook

The key dimensions of the energy transition

BP Annual Report and Form 20-F 2019 11

gas account for almost 85% of the growth in

Source: BP Energy Outlook 2019

What this means for oil and gas

share two common features. First, they

significant role in the global energy system

ranging from around 80Mb/d to 100Mb/d.

required for there to be sufficient supplies of

Similarly there is a wide range of uncertainty 20

12 BP Annual Report and Form 20-F 2019

Achieving the Paris goals – a multitude of pathways

The Intergovernmental Panel on Climate

mitigation pathways from modelling teams