6月3日· 事发后四十四天 美国海岸警卫队海军上将萨德· 艾伦当地时间6月3日上午向媒体表示，英国石油公司终于 成功切断海底防喷阀门上方的油井管，这为收集和控制泄露原油创造了条件。然而当天从 BP石油公司公布的一段高清视频中看到，墨西哥湾“深水地平线”油井依然不断喷出原油
6月9日· 事发后五十天 6月9日，一名工人在美国路易斯安那州的海滩边用抽吸软管清理海滩上的油污。英国石油 公司首席运营官道格萨特尔斯负责控制漏油说，公众对英国石油公司控制漏油不力而感到 沮丧，对此，他表示理解。不过，要到8月份，新的油井建成时，漏油才有望被彻底控制 住。
1.In December 1965, while the BP oil rig Sea Gem was being moved, two of its legs collapsed and the rig capsized. Thirteen crew were killed. Sea Gem was the first British offshore oil rig 2.2005年3月23日,BP位于美国得克萨斯州的炼油厂异构化 装置发生了严重的火灾爆炸事故,造成15名员工丧生 ,170余人受伤。 3.其后一年不到,BP位于阿拉斯加北坡的石油管道发生泄漏, 造成了27万加仑的石油泄漏。 4. 2009年11月,BP阿拉斯加管道接连发生两次泄露事故。最 终阿拉斯加州对BP公司提起民事诉讼,称该公司糟糕的 维护应对2006年以来发生的数起漏油事故负责。
2009
深水区油气资源的勘探开发特点：
新技术、高风险、高技能、高回报
BP墨西哥湾油田多数为超过400米深的深水作 业，BP预计，到2012年，BP将有一半的油田发展 项目来自深水领域，其作业深度将达到2500~3000 米，甚至更深 。
2001 our fundamental objective is to protect and enhance shareholder value, in both the short and long term
2007
2008 It was an excellent year, with major projects such as Thunder Horse in the Gulf of Mexico and Deepwater Gunashli in Azerbaijan coming onstream. We are now the largest producer in deepwater fields globally. In the Gulf of Mexico we ramped up production at Thunder Horse to more than 300,000 barrels of oil equivalent per day. Production started from Atlantis Phase 2, Dorado and King South. And in September we announced the Tiber discovery, the deepest oil and gas discovery well ever drilled. These successes make us the largest producer and leading resource holder in the deepwater Gulf of Mexico.
Peter Sutherland, Chairman
2003
Provide the greatest benefit to the broadest constituency
Peter Sutherland, Ch choices Returning cash in excess of our investment requirements to our shareholders – both through buybacks and our continued pursuit of a progressive dividend policy – is fundamental to our strategy
5月9日· 事发后第十九天 由于受到深海冰晶的阻碍，英国石油公司通过钢筋水泥罩控制漏油的尝试宣告失败，多 地海岸已遭到浮油和焦油凝块侵袭。5月9日，美国墨西哥湾“深水地平线”沉没地点， 一只全身裹满原油的海鸟依附在船身上。
5月21日· 事发后第三十一天 英国石油公司计划继续推进被称为“顶部压井(top kill)”的方案，即将重质钻井液体注入井 内以阻止石油与天然气外泄，从而最终封死油井。目前事故油井共有三处漏油点，漏油点 位于水下1500米处。打减压井是解决漏油的最终措施。
2007
Our key priorities Safety， People， Performance We are maintaining our policy of returning cash to shareholders through dividends and buybacks although we are changing the relative proportion of each. Peter Sutherland, Chairman 2008 Safety, people and performance, and these remain our priorities. Tony Hayward Group Chief Executive 2009 Our priorities have remained absolutely consistent – safety, people and performance Efficiency, momentum AND growth
In 1992, R L Olver （Deputy Group Chief Executive） led BP’s growth in deepwater exploration in the Gulf of Mexico
2002
A new oil and gas production unit in the Gulf of Mexico has been completed in record time, setting an operating efficiency benchmark for future projects.
Peter Sutherland, Chairman
2005 During 2005, we continued our policy of returning cash in excess of our investment requirements to our shareholders both through buybacks and through our progressive dividend policy Peter Sutherland, Chairman
1909年，BP由威廉· 诺克斯· 达西创立，最初的名 字为Anglo Persian石油公司,1935年改为英(国)伊 (朗)石油公司，1954年改为现名。BP由前英国石 油、阿莫科、阿科和嘉实多等公司整合重组形成， 是世界上最大的石油和石化集团公司之一。
BP总部设在英国伦敦。公司的资产市值约为2000亿 美元，拥有愈百万股东。截止2008年12月底,雇员 约9.2万,在百余个国家拥有生产和经营活动。2003 年，BP在《财富》杂志的全球500强中排前五名， 名列欧洲500强之首。
2006
Our aspirations remain unchanged and, in the vast majority of our activities, we continue to be justly proud of our safety record, our environmental initiatives and our high ethical standards. However, it is quite clear to your board that the group’s record in some areas has not met the standards to which we aspire. Above all, we must ensure that, at all locations, those who work for us do so safely. Peter Sutherland, Chairman
2005 2006
年报中有五处提到墨西哥湾油田 The Thunder horse platform in the gulf of Mexico was viewed as an essential step forward for the industry in deepwater developments, going to deeper reservoirs at higher pressures and temperatures than ever before. Our strategy is to build production by: Focusing on finding the largest fields in the world’s most prolific hydrocarbon basins. Building leadership positions in these areas. Managing the decline of existing producing assets and divesting assets when they no longer compete in our portfolio TECHNOLOGY FRONTIER IN THE DEPTHS OF THE GULF
2004