Английский язык. Практический курс для решения бизнес-задач. Нина Пусенкова

Case Study in Delivering Shareholder Value – BP

      BP is one of the few companies that regularly receives awards for its delivery of shareholder value. Peter Hall, the Director of Investor Relations at BP, highlights a number of key factors that keep BP near the top of the shareholder value league tables:

      – The concept of shareholder value is very important within the business culture. The group actively attempts to manage and integrate the shareholder value perceived externally within the stock markets with the value created internally by the managers of the business. There is a very close link between the investor relations team and the Group CEO and CFO, who continually take a strong interest in the company’s share price. The group’s investor relations department is eight strong and has dedicated experts both in London and New York.

      – The company has adopted total shareholder return as its main way of measuring shareholder value. Absolute growth in TSR is not sufficient. BP must also improve relatively against its peer group. BP has also used TSR in a sophisticated way by:

      Calculating total shareholder return over a three-year period to smooth out short-term fluctuations in the stock markets;

      Using a comparative peer group of companies (against whom they measure their relative TSR performance). This group includes the major six key players within the oil industry – ExxonMobil, Shell, ChevronTexaco, TOTAL, ENI and Repsol YPF.

      – TSR has been adopted internally as a way of driving business performance. This has been achieved through the use of two additional performance measures, earnings growth coupled with return on capital employed. By setting business unit targets based on both of these measures, managers need to deliver growth in earnings and an increasingly effective utilization of the assets within their business. Success with these parameters should translate into improved TSR.

      – The organizational structure is deliberately flat and is geared towards effective management and delivery against these key targets. There are approximately 150 business units in BP, each on average with around $0.5 billion in capital employed. This is small enough to enable the CEO, if he wants to communicate an important message, to bring together all the managers of the business units into one room if necessary.