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Case studies

Examples of our performance in action throughout the year

Transforming US onshore

BP is transforming its US onshore oil and gas business with?our purchase of world-class??unconventional assets from BHP. This acquisition gives us access to some of the best basins in the onshore US and positions BP as a top?producer in the region.

The transaction includes 470,000 acres of licences across a?new position in the liquids-rich Permian-Delaware basin, and two premium?positions in the Eagle Ford and Haynesville basins. Together these assets will?significantly increase the liquid hydrocarbon proportion of our production and?resources – helping to upgrade and reposition BPX Energy, which was previously?known as the US Lower 48 business.
BPX Energy has operated as a separate business since 2015. Its?innovative approach to using?new technology such as big-data analytics, augmented?reality, drones and advanced drilling techniques, have helped the business achieve?significant improvements in operational and financial performance. We plan to?apply this approach to operations at our newly acquired basins.

Convenience partnerships

Throughout 2018 BP has continued to transform its global retail business. We’ve refreshed?our forecourts, rolled out more BP fuels with ACTIVE technology and further enhanced our customer offers. And that’s not all, we’re also rapidly expanding our convenience partnerships.

We increased the number of convenience partnership sites by over 25% in 2018 – taking the total to around 1,400 sites across our network. Much of this growth was in Germany, where our strategic partnership with REWE to Go? is growing rapidly. Since opening our first site in 2014, we now have over 460 in the country, and around half of those opened in?2018. Our REWE to Go? sites deliver substantially higher returns than an industry average site, driven by our differentiated customer offer including fresh, quality food and drink.

We also continue to grow our convenience partnership model in established markets such as the UK with M&S Simply Food? and in October we opened our first partnership site in Luxembourg with MyAuchan?.

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Global markets

Our footprint in Mexico is growing and we now have 440 BP-operated sites, more than 300?of which were opened in 2018. We are also continuing to progress our plans for growth in China, and in Indonesia we opened our first sites at the end of the year.

Harnessing battery power

As we support the transition to a lower carbon future and to help meet our customers' changing needs, we're making investments in electric vehicle technology and infrastructure. Our work aims to support electric vehicle adoption by tackling issues such as poor battery life and slow charging times.?

To allow us to respond rapidly to demand for charging facilities at our forecourts, we invested $5 million in FreeWire. The US-based company manufactures mobile rapid charging systems, which we successfully piloted at a BP retail site in the UK, and are now exploring options to offer FreeWire's innovative charging services across the retail networks.

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We also invested $20 million in StoreDot, a company that develops ultra-fast charging battery technology for mobile and industrial markets. We anticipate the technology will be used in mobile devices by 2020 and BP will be working with them to help transfer this technology to electric vehicles. StoreDot aims to bring recharging times down to five minutes, making the time it takes to charge an electric vehicle similar to that of filling a tank.

BP now has more than 6,500 charging points in the UK, through BP Chargemaster. The business combines the complementary expertise, experience and assets of BP and Chargemaster and is an important step towards offering widened access to fast and ultra-fast charging at BP sites across the UK. The chargers will start to become available across our UK forecourts throughout 2019.?

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Storing wind energy

We've partnered with Tesla to test how effectively wind energy can be stored at our Titan 1 wind energy site in South Dakota. The electricity captured is then available for the site to use whenever we need it – even when the wind isn't blowing. The pilot will help develop valuable insights for energy storage applications across our diverse portfolio.?

Using wearable technology

New technologies are helping to modernize our operations and?improve safety, performance?and efficiency right across our business. And we are testing?a range of wearable technologies to understand how they can support our people in a variety of roles.

We are using augmented reality (AR) devices such as ‘smart?glasses’ across BPX Energy. Technicians can use the glasses to transmit?real-time video to experts anywhere in the business and they can then return?AR-enabled instruction back to the technician – all while keeping their hands?free. We are now using the mobile platform to troubleshoot equipment, conduct?safety verifications and deliver remote training.

We are using augmented reality (AR) devices such as ‘smart?glasses’ across BPX Energy. Technicians can use the glasses to transmit?real-time video to experts anywhere in the business and they can then return?AR-enabled instruction back to the technician – all while keeping their hands?free. We are now using the mobile platform to troubleshoot equipment, conduct?safety verifications and deliver remote training.

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This is helping increase productivity and contributing to?improvements in the safety?and efficiency of our operations.

Digital vests

In Oman, where temperatures can reach 55°C, we are testing technologies such as biometric vests to protect?our people working in high temperatures. Working in extreme heat can trigger?fatigue, dehydration and stress – and this can affect safety and effective?performance. The lightweight vest is designed to prevent this by monitoring?location and core body temperature and transmitting data about heart and respiratory?rates. It sends an alert if there is a potential concern or a real emergency. As?technologies like these evolve, we will continue to trial them in our?operations, so that we can roll out those that are the best fit.

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