1、bp sustainability report 2022for people and our planetReimagining energyContentsAbout our 2022 reporting Since we launched our sustainability frame we have worked to further embed sustainability across bp.We have also made progress in a number of areas,which are covered in this report.Our corporate

2、reporting suite for 2022 comprises several elements,including this report.You may also be interested in: bp Annual Report 2022 Net zero ambition progress update ESG data sheetDeloitte has assured selected key performance indicators(KPIs)in this report.Their statement is on page 61.Read more about th

3、e KPIs that have been assured: at bp Our sustainability frame 1Our strategy and performance 2Letter from our chief executive officer 3Letter from our EVP,strategy,sustainability&ventures 42022 at a glance 52022 sustainability highlights 6Our approach 7 Who we are 8Safety in 2022 8Ethics and complian

4、ce 10Our people 11Policies and practices 12Identifying and managing risk 14Sustainability in our processes 15Getting to net zero 16Our net zero ambition and aims 17 Getting to net zero introduction 18Net zero aims 1-5 update 19Consistency of our ambition and aims with the Paris goals 20Five aims to

5、get bp to net zero 21Aim 1:Net zero operations 22Aim 2:Net zero production 23Aim 3:Net zero sales 25Aim 4:Reducing methane 27Aim 5:More investment into transition 28Five aims to help the world get to net zero 30Aim 6:Advocating 31Aim 7:Incentivizing employees 31Aim 8:Aligning associations 32Aim 9:Tr

6、ansparency leader 33Aim 10:Clean cities and corporates 34Improving peoples lives 36Five aims to improve peoples lives 37Aim 11:More clean energy 38Aim 12:Just transition 39Aim 13:Sustainable livelihoods 41Aim 14:Greater equity 42Aim 15:Enhance wellbeing 44Caring for our planet 45Five aims to care fo

7、r the planet 46Aim 16:Enhancing biodiversity 47Aim 17:Water positive 48Aim 18:Championing nature-based solutions 49Aim 19:Unlock circularity 50Aim 20:Sustainable purchasing 51Engaging stakeholders 52 Engaging with our stakeholders 53Our reporting 56 Materiality 57About our reporting 58Glossary 59Ass

8、urance statement 61Cautionary statement 62How to navigate this reportAnother page of this reportAn online referenceDefinitions in the glossary,pages 59-60Our approachGetting to net zeroImproving peoples livesCaring for our planetEngaging stakeholdersOur reportingSustainability at bpOur aims and obje

9、ctivesSustainability at bp is about creating value by connecting the business opportunities of the energy transition with our aims.Our approachOur beliefs and foundationsOur approach to sustainability helps us do the right thing on safety,greenhouse gas emissions,human rights,biodiversity,and other

10、social and environmental factors.Embedding into our DNAWe are working to embed sustainability more deeply into our culture,decision making,governance,systems,and processes,see pages 8-15.Engaging stakeholdersWe learn through ongoing engagement with our many different stakeholders and work with them

11、to deliver our aims,see pages 52-55.Our purpose is reimagining energy for people and our planet.Our sustainability frame translates our purpose into action and underpins our strategy to become an integrated energy company.This report covers our performance against our net zero,people and planet aims

12、.It also sets out our broader approach to sustainability through two lenses:our strong foundations built over many years and our ongoing work to embed sustainability more deeply across bp.Our sustainability frame1Net zero operations2Net zero production3Net zero sales 4Reducing methane 5More investme

13、nt into transition 6Advocating7Incentivizing employees 8Aligning associations 9Transparency leader 10 Clean cities and corporates11 More clean energy 12 Just transition 13 Sustainable livelihoods 14 Greater equity 15 Enhance wellbeing 16 Enhancing biodiversity 17 Water positive 18 Championing nature

14、-based solutions 19 Unlock circularity 20 Sustainable purchasing Our sustainability aimsbp sustainability report 20221Sustainability at bp Our approachGetting to net zeroImproving peoples livesCaring for our planetEngaging stakeholdersOur reportingOur strategy and performanceOur strategy is to becom

15、e an integrated energy company.We believe we are equipped todeliver energy security and affordability today,and to accelerate the energy transition.IntegrationConnecting our strategic focus areas together is integration.We believe we are distinctively set up to create integrated energy solutions for

16、 customers and generate attractive returns.SustainabilityEmbedded across our strategy is our sustainability frame,which sets out our aims for getting to net zero,improving peoples lives and caring for our planet.Our three-pillar strategy is focused on investing in our transition growth engines and,a

17、t the same time,investing in todays energy system.And integration connects it all.Read more: hydrocarbonsConvenience and mobilityLow carbon energyTransition growth enginesSustainabilityIntegration Bioenergy Convenience EV charging Hydrogen Renewables&powerbp sustainability report 20222Sustainability

18、 at bpOur approachGetting to net zeroImproving peoples livesCaring for our planetEngaging stakeholdersOur reportingThroughout this time,our core job has been to focus on performing while transforming keeping energy flowing and delivering for our shareholders,and at the same time investing in our tra

19、nsition and the energy transition.We have supercharged our bioenergy ambitions by acquiring Archaea Energy,a leading US producer of renewable natural gas.We have tripled the size of our global network of EV chargers since 2019.We now have businesses in hydrogen and in offshore wind,and increased our

20、 renewables pipeline by 14 gigawatts,to 37 gigawatts,in 2022.Our refineries in Germany and Spain now have units producing sustainable aviation fuel.And,since 2019 we have reduced emissions while bringing on new oil and gas energy supplies.That is change at scale.In just three years,annual investment

21、 in our transition growth engines bioenergy,convenience,EV charging,hydrogen,renewables and power has gone from 3%to 30%of total bp capital investment spend.Safety firstNothing is more important than safety,it is core to who we are as a company.We want zero accidents,zero people hurt that will alway

22、s be our goal.And our progress on safety in some areas continues we saw 19%fewer tier 1 and tier 2 process safety events in 2022 compared to 2021.But we also have challenges.Tragically,four people lost their lives while working for bp last year,and a pedestrian was killed in a collision with one of

23、our vehicles.We continue to focus on A lot has happened in the time since we set a new direction for the company in 2020.The COVID-19 pandemic,the Russia-Ukraine war,a cost-of-living crisis and following the terrible earthquakes in Trkiye and Syria our thoughts have been with colleagues and all thos

24、e affected.We are helping where we can,supporting agencies,supplying fuels,and donating$5 million to the humanitarian relief efforts.changing companyA changing world,a the culture of care for others that is key to people looking after each other,and on continuing to improve the effectiveness of our

25、safety processes and procedures.A faster but orderly transitionOne thing clearer than ever since 2020,is that the world wants and needs a better and more balanced energy system one that delivers energy that is secure and affordable as well as lower carbon all three whats known as the energy trilemma

26、.To tackle this massive challenge,action is needed to accelerate the energy transition and at the same time to make sure that rapid transition is balanced and orderly,so that affordable energy keeps flowing where its needed today.bps integrated energy company strategy very deliberately sets us up to

27、 help on both counts and in February 2023 we leaned further into it.We plan to invest an additional$8 billion by 2030 into our transition growth engines including EV chargers and sustainable aviation fuels that can help people and businesses decarbonize sooner.Our cumulative investment in these tran

28、sition growth engines is expected to be in a range of$55-65 billion between 2023 and 2030.And we plan to invest an additional$8 billion into high-quality oil and gas options that we can deliver quickly.And where we can,we will do this using our existing infrastructure to allow us to minimize additio

29、nal emissions and maximize both value and our contribution to energy security and affordability.The right directionWith three years of experience and delivery under our belt,we have increased confidence that the direction we set is the right one.Overall,we remain focused on our net zero ambition and

30、 the flexibility and resilience in our strategy is allowing it to respond to change while remaining consistent with the Paris goals.As youll see throughout this report,and as Giulia says in her letter,we are making progress.The company is performing well and the strategy underpinned by our sustainab

31、ility frame is working.We have much more to do and we have an awesome team that wants to do more to help.In our annual engagement survey,employees tell us they have never been prouder of bp and I could not be prouder of them.Thank you for your support and challenge,and as always,I welcome your feedb

32、ack.Bernard Looney Chief executive officer March 2023For terms with refer to the glossary on pages 59-60.3bp sustainability report 2022Sustainability at bpOur approachGetting to net zeroImproving peoples livesCaring for our planetEngaging stakeholdersOur reportingTo all our teams,partners and suppli

33、ers everyone we have worked with in 2022,thank you.We are building momentum as we pursue our 20 aims.In action on our net zero aimsFocusing on our aims for getting bp to net zero:y On aim 1(net zero operations)by the end of 2022 we achieved a 41%cut in Scope 1 and 2 absolute emissions compared to 20

34、19.y On aim 2(net zero production)the absolute emissions from the carbon in our upstream oil and gas production were 15%lower,compared to 2019.Following our update on strategic progress in February 2023,we made an adjustment to our aim 2(net zero production).Compared to 2019 we are now targeting a 1

35、0-15%reduction by 2025(previously 20%)and are aiming for 20-30%reduction by 2030(previously 35-40%).We also expect to produce around 2 million barrels of oil equivalent a day by 2030 around 25%lower than 2019.y On aim 3(net zero sales)our target for 2025 is a 5%reduction in carbon intensity and we h

36、ave now reached 2%,compared to 2019.y On aim 4(reducing methane)our methane intensity (based on existing reporting methodologies)decreased from 0.14%in 2019 to 0.05%in 2022;and we are on track to deliver enhanced methane measurement technology and solutions at all our existing major oil and gas site

37、s by the end of 2023.y Aim 5 now covers our transition growth investment.As Bernard said,in just three years,the proportion of our annual investment in these transition growth engines has grown tenfold.We also made progress in our aims 6-10 to help the world get to net zero,including advocating for

38、policies that support net zero.We actively supported many of the climate and energy related provisions in the US Inflation Reduction act,which has now passed into law.In action on our people aimsWe have five aims to improve peoples lives and throughout 2022 have taken steps to further embed social s

39、ustainability,including assessing conformance with the bp human rights policy(aim 12)and launching a social mobility framework for action(aim 14).We became the first major energy,mobility and convenience employer to be accredited as a living wage employer in the UK(aim 13:sustainable livelihoods).A

40、fair wage is one that meets an employees basic needs.In our global review of our businesses in 2022 we confirmed that all our employees were being paid a fair wage.Outside bp,our approach is socially inclusive and seeks to benefit the communities we work with(aim 12:just transition).We want to build

41、 stronger relationships,encourage mutual trust and help the local workforce to develop skills for the future energy system.In Scotland,we have invested over 1 million with our partner EnBW to support training and reskilling in the offshore wind industry.I am pleased to see how much progress we have

42、made,despite a year of stark challenges for the world.We are embedding sustainability in the way we do business.We are in action on the aims we set ourselves for net zero,people and planet with some tangible results.strategyBringing our to lifeIn action on our planet aimsWe have made progress across

43、 all our planet aims in 2022,including site-based water assessments at our Castelln refinery in Spain(aim 17)and we launched our new circularity framework and waste metrics,to help guide bp businesses to identify opportunities for circularity(aim 19).We are also working to restore,maintain and enhan

44、ce biodiversity where we operate(aim 16).In 2022 we introduced our net positive impact methodology and are putting it into practice in several new projects,including a pipeline replacement in an area of high biodiversity in Trinidad.Our restoration projects include seagrass and coral reefs in Tobago

45、,ecosystems in Trkiye and biodiversity in the Ajameti Managed Reserve in Georgia.More to doI am proud to be part of a remarkable team at bp and of what they have achieved so far.We know there is much more to do,but we have plans in place,a distinctive framework to support them and growing confidence

46、 in bps transformation into an integrated energy company with sustainability at its core.Giulia ChierchiaEVP,strategy,sustainability&ventures March 2023For terms with refer to the glossary on pages 59-60.bp sustainability report 20224Sustainability at bpOur approachGetting to net zeroImproving peopl

47、es livesCaring for our planetEngaging stakeholdersOur reportinga Relative to 2019,we expect our hydrocarbon production to be around 25%lower by 2030,reflecting active management and high-grading of the portfolio,including divestment of non-core assets.For terms with refer to the glossary on pages 59

48、-60.Resilient hydrocarbonsConvenience and mobilityLow carbon energy2022 at a glanceA snapshot of our scale and reach,and our performance against our strategy.2030 aimPayments to suppliers$174.0bn(2021$122.2bn)sourcing goods and servicesTaxes to governments$12.5bn(2021$5.4bn)contributing to economies

49、 through the taxes we paySocial investment spend$93m(2021$51m)supporting additional initiatives to benefit communitiesDividends$4.4bn(2021$4.3bn)dividends distributed to bp shareholdersBenefits paid to employees$9.6bn(2021$8.9bn)providing jobs for 67,600 peopleworldwideTotal economic value generated

50、 by bp$246.7bn(2021$167.1bn)Value creationWe create value for society in many different ways:through our products and services and as an employer,taxpayer,supply chain participant and investor in local communities.Our sustainability frame guides our decisions and actions so that our focus areas of g

51、etting to net zero,improving peoples lives and caring for our planet become increasingly integral to how we create value.Upstream productiona2.3mmboe/d(2021 2.2mmboe/d)Biofuels production27kb/d(2021 26kb/d)bp-operated hydrocarbon plant reliability96%(2021 94%)Our performanceEmployees67,600(2021 65,9

52、00)Countries of operation62(2021 65)Underlying replacement cost(RC)profit$27.7bn(2021$12.8bn)About bpWe are a global business,with operations in Europe,North and South America,Australasia,Asia and Africa through which we deliver energy products and services to our customers.We are increasingly focus

53、ing on doing this in ways that help drive the transition to a lower carbon future.Developed renewables to FID5.8GW(2021 4.4GW)Customer touch points per day12m(2021 12m)Installed renewables capacity net 2.2GW(2021 1.9GW)Strategic convenience sites2,400(2021 2,150)Hydrogen production net0.5-0.7MtpaEle

54、ctric vehicle charge points 22,000(2021 13,100)bp sustainability report 20225Sustainability at bpOur approachGetting to net zeroImproving peoples livesCaring for our planetEngaging stakeholdersOur reportingSince launching our net zero aims in 2020 and our people and planet aims in 2021,we have been

55、in action to deliver them.In 2022 we made progress across these three focus areas as described in detail in this report.2022 sustainability highlightsGetting to net zeroImproving peoples livesCaring for our planetFor terms with refer to the glossary on pages 59-60.Transition growth investment$4.9bnu

56、p from$2.4 billion in 2021 against aim 5 activities(transition growth investment)on an equivalent basis,see page 28.Sustainable livelihoodsAll employeespaid a fair wage worldwide in 2022,see page 40.Unlock circularityCircularity frameworklaunched to support all bp businesses,see page 50.Reducing met

57、hane 0.05%methane intensity(calculated using our existing methodology),see page 27.Just transition 1mcommitted to X-Academy in Scotland for a reskilling initiative(aspartofour JV with EnBW),see page 39.Water positive Improving water efficiencyFirst water efficiency assessment completed,see page 48.N

58、et zero operations 41%reduction in absolute emissions against the 2019 baseline,see page 22.More clean energy 5.8GWdeveloped renewables to FID,see page 38.Enhancing biodiversity Biodiversity restorationSupported biodiversity projects in Georgia,Trkiye and Trinidad andTobago,see page 47.bp sustainabi

59、lity report 20226Sustainability at bpOur approachGetting to net zeroImproving peoples livesCaring for our planetEngaging stakeholdersOur reportingWhiting refinery,Indiana,USIn this sectionWho we are 8Safety in 2022 8Ethics and compliance 10Our people 11Policies and practices 12Identifying and managi

60、ng risk 14Sustainability in our processes 15bp sustainability report 20227Our approachOur approachGetting to net zeroImproving peoples livesCaring for our planetEngaging stakeholdersOur reportingSustainability at bpOur approach to sustainability is targeted,systematic and collaborative.It rests on s

61、trong,well-established foundations that guide the way we work.These foundations support our aims,which focus our efforts where bp can make the greatest difference for people and our planet.We are working to embed sustainability more widely and deeply in our culture,business decisions,processes and g

62、overnance.Our approach:foundations and embedding sustainabilityWe refreshed our code in January 2023,including updated content to incorporate our sustainability frame and Who we are.The code also contains a new tool to help employees navigate difficult decisions.Our code applies to all bp employees,

63、officers and board members.Mandatory training and regular communications help employees understand how to apply it and how to raise questions or concerns.Employees have a responsibility to speak up if they become aware of something that is unsafe,unlawful or inconsistent with our code.To make this e

64、asy,we provide several speak up channels,including line managers,ethics&compliance liaisons and our confidential global helpline,OpenTalk.Our code reinforces the importance of speaking up and of non-retaliation.It also provides an overview of the concerns management process.All bp employees are requ

65、ired to confirm annually that they have read and understand our code and complied with its principles.We expect and encourage all our contractors and their employees to act in ways that are consistent with our code.Read more: in 2022At bp,safety comes first and is foundational to everything we do.We

66、 want to do better on safety performance and to help us do this we are making our OMS simpler,clearer and even more rigorous.These updates to our OMS will emphasize an even closer focus on human performance,our Safety Leadership Principles and the International Association of Oil&Gas Producers(IOGP)

67、Life Saving Rules.The aim we set in 2021,to eliminate fatalities,life-changing injuries and tier 1 process safety events,provided the basis for our strategic focus in 2022,along with our work to embed a consistent safety culture.We deeply regret that in 2022 four people lost their lives while at wor

68、k for bp.In February 2022 a contractor driving for Aral in Germany,lost his life in a vehicle collision on a highway.In April 2022 a specialist tank contractor lost his life in an explosion while repairing a tank at an Aral retail site in northern Germany.In September 2022 two bp employees lost thei

69、r lives in a fire at our Toledo refinery in the US.We have offered our condolences and support to the families and employees affected by these fatalities.We are taking action to learn from these incidents and drive improvements in safety.Who we areIn 2022 we launched Who we are setting out our three

70、 key beliefs and nine descriptors of how we work.Who we are defines what we stand for,building on our best qualities and the things that are most important to us.It articulates how we expect everyone at bp to work and underscores the fact that safety always comes first.Our three key beliefs are defi

71、ned as Live our purpose,Play to win and Care for others.Who we are also encapsulates making a positive impact,doing the right thing and having a speak up culture.It is now integrated into our updated code of conduct(our code),and is already guiding our approach to recruitment,assessment,development,

72、performance management and reward.Read more: code of conduct Our code sets the standards and expectations for how we do the right thing and also empowers our people to speak up without fear of retaliation.It puts safety first,and together with our safety leadership principles and operating managemen

73、t system(OMS),helps us make safe and ethical decisions,act responsibly and comply with applicable laws.Eliminating fatalities and life-changing injuriesWe recognize the value of industry standardization and consistent rules in our aim to improve our safety performance for example,the IOGP Life Savin

74、g Rules.We continued rolling out and embedding these rules across our operating businesses in 2022,to supplement our existing safety practices and strengthen our OMS.We will continue this process in 2023.We also piloted the IOGP Process Safety Fundamentals,to improve awareness of process safety risk

75、s and highlight how our own processes can help us manage them.Defining life-changing injuriesWe have worked closely with IOGP to help develop our industrys first Permanent Impairment Injury definition.We have adopted this definition and updated our systems and processes.Consequently,we are able to r

76、ecord and report actual and potential life-changing injuries from January 2023 onwards.This new metric will sharpen our focus on eliminating injuries that change lives irreversibly.bp sustainability report 20228Our approachSustainability at bpGetting to net zeroImproving peoples livesCaring for our

77、planetEngaging stakeholdersOur reportingOur approach:foundations and embedding sustainabilityOur safety culture Our Safety Leadership Principles,which we refreshed in 2021,are designed to guide behaviour and ways of working across bp to drive a robust,consistent safety culture.Our Safety Leadership

78、Principles are:y We genuinely care about each other.y We will not compromise our focus on safety.y We encourage and recognize the need to speak up.y We understand how work actually happens.y We learn why mistakes occur and respond supportively.Our principles are guided by human performance.They help

79、 us enable a culture of care by understanding how people interact with their working environment,by recognizing that they can make mistakes and by doing all we can to keep them safe.We review how people interact with equipment and systems,examining potential causes of stress and fatigue as well as t

80、he quality of our systems and procedures.Showing care about how work is being done and acting on concerns raised can help drive a learning culture,which can help us make the workplace safer.Through our work on diversity,equity and inclusion and through our code,we also support people to speak up abo

81、ut their safety concerns.Personal safetyIn addition to the fatalities reported for 2022,we recorded an increase of 14%in our recordable injury frequency(RIF)and an increase of 34%in our days away from work case frequency(DAFWCF),compared with 2021.We attribute this to an increase in the number of ha

82、nd or ankle injuries suffered by retail employees in our customers&products(C&P)business.We have implemented a safety intervention plan in C&P,based on the number and nature of both personal and process safety incidents.In our production&operations business,RIF and DAFWCF decreased compared with 202

83、1.We attribute this to our sustained effort to improve safety,including our work on safety leadership,safety culture and human performance.We expect to see further performance improvements as we roll out and embed the Life Saving Rules across bp.Driving safetyDriving safely is one of the greatest pe

84、rsonal safety risks we face at bp.In 2022 we recorded one driving-related contractor fatality and one vehicle accident that resulted in life-changing injuries to the driver.In total,10 severe vehicle accidents occurred,the same as in 2021.The number of kilometres driven fell by 0.2%compared with 202

85、1.We took action to improve safety for those driving on behalf of bp in several ways for example,issuing a group-wide alert that emphasized how important it is to be aware of vulnerable road users.A second alert was issued to help improve contractors oversight processes for land transportation.We re

86、quire all newly purchased or leased light vehicles used on behalf of bp to have a 5-star New Car Assessment Program safety rating(where available).Process safetyOur combined process safety events(PSEs)have generally decreased over the last 10 years,apart from in 2019.This downward trend continued in

87、 2022,with 12 fewer(19%)reported than in 2021,due to a 28%reduction in tier 2 PSEs.Although portfolio changes may effect the overall baseline of our operations,our goal continues to be the elimination of tier 1 PSEs.We identified areas for improvement in process safety for refining and production,in

88、cluding mechanical integrity and the need to follow procedures.On this basis we have taken action to further strengthen our OMS process safety barriers.These barriers comprise physical or non-physical means to prevent,control or mitigate accidents,and consequently improve our safety performance.Days

89、 away from work case frequencyb(workforce per 200,000 hours worked)0.070.040.050.030.020.010.060.02002120220.0480.0470.0440.0510.068Recordable injury frequencya(workforce per 200,000 hours worked)0.250.150.200.100.050.02002120220.1980.1660.1320.1640.187a The number of reported

90、work-related incidents that resulted in a fatality or injury.b The number of incidents that resulted in an injury where a person was unable to work for a day(or shift)or more.c Tier 1 events are losses of primary containment from a process of greatest consequence causing harm to a member of the work

91、force,damage to equipment from a fire or explosion,a community impact or exceeding defined quantities(per API RP 754 tier 1 definitions).Tier 2 events are those of lesser consequence(per API RP 754 tier 2 definitions).Process safety eventsc(number of incidents)Tier 1Tier 202002

92、02672202331646bp sustainability report 20229Our approachSustainability at bpGetting to net zeroImproving peoples livesCaring for our planetEngaging stakeholdersOur reportingOur approach:foundations and embedding sustainabilitySpills and spills preventionWe have made progress in preventing

93、 and reducing spills over many years,driven by risk management,investigations,work on process safety(including a focus on mechanical integrity)and control of work improvements.In 2022 there were 108 oil spillsa compared with 121 in both 2021 and 2020.Our operating sites collaborate to share good pra

94、ctice and our central team ensures serious or complex incidents are thoroughly investigated and systemic gaps closed as soon as possible.Read more: and complianceTo maintain and build trust in bp,our employees commit to working to a consistent set of high standards,set out in our code of conduct.Rea

95、d more about our code on page 8.Anti-bribery and corruptionManaging bps key enduring risks,including our exposure to bribery and corruption,is essential.We operate in parts of the world where bribery and corruption present a high risk,so it is important to inform our employees,contractors,suppliers,

96、and others,that our commitment to ethical and compliant operations is unwavering.Our code explicitly prohibits engaging in any form of bribery or corruption and includes an expectation that we work to ensure our business partners comply with our requirements.Our group-wide anti-bribery and corruptio

97、n,anti-money laundering and anti-tax evasion policies and related procedures all include measures and guidance to assess and mitigate risks,understand relevant laws and report concerns.They apply to all bp-operated businesses,and were updated during 2022.Where bp is not the operator,we have processe

98、s in place to manage our interests,including guidance to help bp asset managers influence operators in line with our expectations.We provide appropriate training for employees in locations or roles assessed to be at a higher risk of bribery and corruption.Around 7,500 employees completed anti-briber

99、y and corruption training in 2022 as part of our ethics and compliance risk-based learning.This is lower than the 12,700 employees trained in 2021,due to the cadence for assigning training based on exposure to ethics and compliance risk.We assess our exposure to bribery and corruption risk when work

100、ing with suppliers and business partners.If appropriate,we put in place a risk mitigation plan and will choose not to work with a counterparty,or to reject tenders,if we conclude that the risks are too high.We also conduct anti-bribery compliance audits on selected suppliers when contracts are in pl

101、ace.We take corrective action with suppliers and business partners who fail to meet our expectations.This action may include terminating contracts.We are a founding member of the Extractive Industries Transparency Initiative(EITI)and support its anti-corruption efforts.Through the disclosure of gove

102、rnment revenues and other relevant information,EITI can help to mitigate corruption risks in the extractive sector and support local anti-corruption efforts.In 2022 we supported EITI activities through multi-stakeholder groups in Trinidad and Tobago,Mauritania and Senegal.Revenue transparency and pa

103、yments to governmentWe support transparency about the flow of revenue from our oil and gas activities to governments through EITI,which supports the disclosure of payments made to,and received by governments in relation to oil,gas and mining.Political donationsWe prohibit the use of bp funds or reso

104、urces to support any political candidate or party.We recognize the rights of our employees to participate in the political process and these rights are governed by the applicable laws in the countries where we operate.Our stance on political activity is set out in our code.In the US we provide admin

105、istrative support for the bp employee political action committee(PAC)a non-partisan,employee-led committee that encourages voluntary employee participation in the political process.All bp employee PAC contributions are weighed against the PACs criteria for candidate support,reviewed for compliance w

106、ith federal and state law,and publicly reported in accordance with US election laws.a The number of accidental or unplanned losses of hydrocarbon from primary containment from a bp or contractor operation,irrespective of any secondary containment or recovery.Oil spills 1bbl are defined as any liquid

107、 hydrocarbon release of more than,or equal to,one barrel(159 litres,equivalent to 42 US gallons).bp sustainability report 202210Our approachSustainability at bpGetting to net zeroImproving peoples livesCaring for our planetEngaging stakeholdersOur reportingOur approach:foundations and embedding sust

108、ainabilityTax transparency We take a responsible and transparent approach to tax and work to create open,constructive relationships with governments and tax authorities.Our responsible tax principles align with our code,our beliefs and supporting behaviours,and The B Team responsible tax principles,

109、which we have adopted in full.We comply with the tax legislation of the countries where we operate and we do not tolerate the facilitation of tax evasion by people who act for or on behalf of bp.In 2022 higher energy prices led to governments implementing windfall taxes on energy producers and suppl

110、iers,who benefited from the higher prices.The UK introduced the energy profits levy,increasing the taxes we pay on our North Sea profits from 40%to 65%in 2022 and to 75%in 2023.The EU introduced a solidarity contribution for 2022-23 on production and refining activities.Taxes paid to governmentsa($m

111、illion)2002120228,0006,0004,00012,00010,0002,00006,9133,3375,37812,4537,527a Comprises corporate income and production taxes.As our taxes are largely based on profits,if we make more profits we rightly pay more tax.We are paying significantly more as a result of these new windfall taxes.R

112、ead more: concerns and enquiriesEveryone who works for bp has a responsibility to speak up if they become aware of something that is unsafe,unlawful or inconsistent with our code.We encourage people to speak up because we want to learn why mistakes happen and respond supportively.We do not tolerate

113、retaliation of any kind and consider it to be misconduct.Any concerns or enquiries can be raised through multiple speak up channels.These include line managers,senior leaders,contacts in our people&culture,ethics&compliance and legal teams,works councils,or our confidential global helpline,OpenTalk.

114、This helpline is available 24/7 in more than 75 languages,by phone or internet,to employees,the wider workforce,communities,business partners and other stakeholders who want to raise a concern.In most locations,anyone has the right to contact OpenTalk anonymously.In July 2022 we launched a QR code f

115、or use on mobile devices to make it easier tocontact OpenTalk.More than 1,350 concerns and enquiries were reported in 2022,around 3%fewer than in 2021(more than 1,400 concerns and enquiries).However,concerns reported per 100 employees in 2022 was unchanged at 2.5.As in 2021 the most frequently raise

116、d concerns related to bullying,harassment and discrimination,with these accounting for nearly half of all concerns.The second most common issue was alleged fraud.Total number of concerns and enquiries raised 2002120222,0001,5001,0005000OpenTalkRaised with management8305841,008600788843867

117、1,061606761In 2022 around 50 separations resulted from non-conformance with our code or unethical behaviour.This total excludes exits of contractors,vendors and staff employed at our retail stations.Our peopleOur people are crucial to delivering our purpose and strategy.We focus on providing the sup

118、port and skills they need to thrive and help bp succeed.In 2022 we continued our work to build skills forecasts and implement capability plans across bp,including those for our transition growth engines such as hydrogen,offshore wind,digital and our electric vehicle charging business,bppulse.We are

119、building new capability plans for global business services,convenience and fleet,which we plan to finalize in 2023.To implement these capability plans,we are developing our in-house talent(including targeted reskilling campaigns)and recruiting externally.This two-pronged approach helps us meet deman

120、d for roles in which we anticipate significant skills shifts,or where there is a critical need to close large skills gaps due to business evolution.This work is also integral to our aim 12 to support a just transition.Read more about our aim 12,just transition,on page 39.Global sustainability networ

121、kOur global sustainability network(GSN),launched and run by employees,now has more than 5,700 members across 60 countries.In 2022 the GSN ran numerous local events and several global learning events.They also connected members to sustainability projects that can help them build their personal capabi

122、lities while also supporting delivery of our sustainability frame.They focus on a number of topics,for example,identifying opportunities to add value for bp through circularity,innovation in natural climate solutions,implementing sustainable design and growing bps overall sustainability capability.b

123、p sustainability report 202211Our approachSustainability at bpGetting to net zeroImproving peoples livesCaring for our planetEngaging stakeholdersOur reportingOur approach:foundations and embedding sustainabilityDeveloping our peopleIn 2022 bp employees collectively completed more than 1.1 million h

124、ours of formal learning(2021 750,000 hours).This learning takes place within a development frame,applicable to all employees,which covers safety,technical depth,future skills(such as digital and sustainability)and leadership.Our development offer and training portfolio also includes a rigorous manda

125、tory curriculum focused on compliance with applicable laws and regulations and conformance with our internal standards.We strengthened our development offer throughout 2022 as we evolved to meet the demands of the energy transition.y We launched a new global learning platform,growbp,which gives our

126、employees access to a wealth of learning content through a single point of access.This provides learning pathways that build employees knowledge of the energy transition and our sustainability aims,including sustainability at bp,which is now one of our most utilized pathways.y We added new learning

127、resources to our Net Zero+Me training,which explains how employees can contribute to our net zero ambition.y We ran two successful growth weeks to promote our learning culture and highlight the skills we will need in future with around 25,000 participants across more than 60 countries.Sustainability

128、 was a focus area in both growth weeks with sessions from internal and external sustainability experts to build employees awareness and capability.Education,employability and skills developmentThrough our education and employability initiatives,we invest to develop future talent.This helps to increa

129、se the availability of the skilled people the world needs to advance the energy transition and builds on our work to promote science,technology,engineering,and mathematics skills.Much of this work is focused on supporting social mobility in disadvantaged communities.In 2022 we expanded our social mo

130、bility framework for action to improve the representation,inclusion,retention and advancement of employees from socioeconomically diverse backgrounds.Read more about social mobility on page 43.Monitoring employee sentimentWe measure employee sentiment through our Pulse annual survey,sent to all elig

131、ible employees,and through our Pulse Live survey,sent to a representative sample of around 8%of employees weekly.Record employee engagementResults from the 2022 Pulse annual survey showed pride in working for bp is at the highest level on record,increasing to a record 78%.Employee engagement also in

132、creased to 70%.Both numbers are notable given that participation was the highest since the survey began,with an 80%response rate.We continue to build engagement plans based on survey feedback and on real-time updates from our monthly snapshot.Policies and practicesOur policies and practices set out

133、expectations for how we manage environmental and social performance during our activities.They already include environmental and social requirements,which form the foundation for many of our sustainability aims.As we continue our work to embed sustainability,we are reviewing and updating our relevan

134、t practices to reflect our sustainability frame,our aims and our ways of working.Our operating management system Our OMS provides a single framework for delivering safe,reliable and compliant operations.It includes environmental and social requirements related to our sustainability frame.These requi

135、rements apply to businesses over which bp has operational control.We are updating our OMS in 2023,incorporating revised requirements that support delivery of our sustainability frame and aims.All our major operating sites attest or certify to ISO 14001,in line with our OMS requirementa.SocialOur cod

136、e and OMS contain requirements and guidance about the need to respect the rights of workers and community members.Our OMS requires projects to identify,engage and consult with affected people and to seek feedback on our proposed or actual activities,potential impacts and mitigation measures.In 2022

137、an internal review of our operated activities found a high level of conformance with our community requirements.Human rights policy Our human rights policy aligns with the UN Guiding Principles on Business and Human Rights.It is underpinned by the International Bill of Rights and the International L

138、abour Organizations Declaration of Fundamental Principles at Work,including its Core Conventions.Our policy also details our intention to obtain independent third-party assessments of selected sites and business activities on a risk prioritized basis,to assess their conformance.We started these asse

139、ssments in 2022.Labour rights and modern slavery We publish our labour rights and modern slavery(LRMS)principles online.Indigenous peoples A number of bp-operated businesses are located in countries where indigenous peoples live,including Indonesia,Australia and the US.We seek to apply the principle

140、s of free,prior and informed consent where practical when consulting and engaging with indigenous peoples about new projects(ideally including before the commencement of activities)recognizing their human rights and respecting their sensitivities concerning livelihoods,land,environment and culture.O

141、ur internal requirements for projects and operations reflect our human rights policy.Read more on page 39.Read our human rights policy and LRMS principles: our modern slavery and human trafficking statement: Our Mauritania and Senegal gas business will become a major operating site once operational,

142、after which they will look to attain ISO certification or attestation as per our OMS requirement.bp sustainability report 202212Our approachSustainability at bpGetting to net zeroImproving peoples livesCaring for our planetEngaging stakeholdersOur reportingOur approach:foundations and embedding sust

143、ainabilityEnvironmentalbp environmental policy Our environmental policy is established through relevant elements of our code,in particular the sections on safety and sustainability and our responsibility and how we speak up.The policy is supported by relevant aspects of our commitment to health,safe

144、ty,security and environmental performance,our sustainability frame,our biodiversity position and our internal group requirements and guidance,including those that form our OMS.Read more: and protected areas Our biodiversity position builds on robust practices already in place to manage biodiversity

145、across bp projects.We are committed not to operate any new oil or gas exploration or production activities inside natural or cultural UNESCO World Heritage sites,or in Strict Nature Reserves and Wilderness Areas as listed on 1 January 2020 and defined by the International Union for Conservation of N

146、ature(IUCN).We review this commitment periodically and engage with UNESCO,the IUCN and the UNEP World Conservation Monitoring Centre.In our protected areas update we report on the number and overlap of our major operating sites in or near to protected areas and key biodiversity areas.Read more: more

147、: 2022 we carried out project activities in international protected areas in the context of both the UK Net Zero Teesside project and the French Frontignan Terminal sealines decommissioning project.In line with our environmental practices,the project teams identified and assessed the environmental r

148、isks and mitigation measures necessary to avoid and reduce the projects impacts.Read more about our aim 16,enhancing biodiversity,on page 47.Waste We adopt a lifecycle approach to waste management,with a goal of avoiding,reducing and reusing waste from our operations.We disposed of around 305kt of h

149、azardous and non-hazardous waste in 2022,a 13%increase from 2021(270kt).Read more about waste streams on page 50.Air emissions We monitor our air emissions and where possible,put measures in place to reduce the potential impact of our operational activities on local communities and the environment.I

150、n 2022 our total air emissions decreased by 9%compared with 2021.bpx energy contributed to this decrease by reducing its non-methane hydrocarbon emissions by 4%through various interventions including electrification,compressor optimization and flaring reduction projects.Water Our businesses actively

151、 manage our fresh water demands in areas of stress and scarcity,based on analysis carried out using the World Resources Institute Aqueduct Global Water Risk Atlas.Read more about our aim 17,water positive,on page 48.Find more environmental and social data: design and operationsWe are embedding susta

152、inability into our workplace approach through the design and operation of our global workplace portfolio.We aim to develop and operate safe and sustainable workplaces that enhance ways of working and support the delivery of our sustainability frame.In 2022 we moved into a LEED Platinum office in Mad

153、rid and achieved LEED Gold at our Pune office in India.Air emissionsby substance(kt)20023264236723939100500 Non-methane hydrocarbons group Sulphur oxides group Nitrogen oxides groupWaste disposed(kt)2002300200203

154、822877HazardousNon-hazardousbp sustainability report 202213Our approachSustainability at bpGetting to net zeroImproving peoples livesCaring for our planetEngaging stakeholdersOur reportingOur approach:foundations and embedding sustainabilitySupplier expectationsWe want to work with suppliers who str

155、ive for sustainability in their supply chains.We try to develop and strengthen relationships with suppliers who are committed to and act in accordance with our code of conduct.Read more about sustainable purchasing on page 51.Read more: non-operated joint venturesWe have processes for managing our i

156、nterests in non-operated joint ventures(NOJV),including ways to encourage sustainability.One example is our eight essentials framework a system that guides our NOJV portfolio managers in their relationships with NOJVs.The eight essentials framework is accessible through a dedicated centre of experti

157、se.In 2022 our engagement on sustainability frame issues with NOJVs focused on net zero operations,methane emissions,biodiversity and human rights,using a variety of approaches including seminars,board resolutions and support for target setting.We believe these activities can help us to become more

158、robust and consistent in our efforts to influence NOJVs on sustainability issues.Identifying and managing risk bp manages,monitors and reports on principal risks and uncertainties identified as having the potential to impact our ability to deliver our strategy.Management,the leadership team,the boar

159、d and relevant committees provide regular oversight of how principal risks to bp are identified,assessed and managed.In 2022 risks discussed included climate change and the transition to a lower carbon economy,strategic and commercial risks such as financial liquidity,prices and markets,safety and o

160、perational risk including process safety,personal safety and environmental risks,compliance and control risks such as ethical misconduct and changes in law and regulation.bps holistic system of internal control includes policies,processes,management systems,organizational structures,culture and stan

161、dards of conduct employed to manage our business and associated risks.The group operations risk committee provides oversight of safety and operational risk management for the group,including risks relating to sustainability.Our operating businesses identify and manage risk,using our OMS.We also moni

162、tor how risk is managed in NOJVs.We are continuing to integrate sustainability risks into our risk management processes;building on both the labour rights and modern slavery risk assessments that are already in place and our work on climate-related risks.Read more about how we manage risk on pages 6

163、9-75 of the bp Annual Report 2022.Managing climate-related risk The bp leadership team and board review the groups principal risks and uncertainties annually.Climate change and the transition to a lower carbon economy has been identified as a principal risk,covering various aspects of how risks asso

164、ciated with the energy transition could manifest.Physical climate-related risks such as extreme weather are covered in our principal risks related to safety and operations.Climate-related transition risks and opportunities At a group level,we have identified three broad,material climate-related tran

165、sition risks and opportunities:y The value of our hydrocarbon business could be impacted by climate change and the energy transition.y Our ability to grow or deliver expected returns from our transition growth engines could be impacted by the energy transition.y Our ability to implement our strategy

166、 could be impacted by evolving attitudes towards the energy sector and climate change and the energy transition.Climate-related physical risks The physical risks identified across bp primarily relate to severe weather and often represent potential for increased drivers for safety and operational ris

167、ks to our operations.We have identified the potential for changes in the availability of freshwater,including as a result of climate change,as a risk to some of our operations.We recognize that we could also face other forms of physical climate-related risk over the longer term,for example associate

168、d with changes in sea level rise,extreme temperatures and flooding,which could impact our operations.Read more: more on pages 50-62 of the bp Annual Report 2022.bp sustainability report 202214Our approachSustainability at bpGetting to net zeroImproving peoples livesCaring for our planetEngaging stak

169、eholdersOur reportingOur approach:foundations and embedding sustainabilitySustainability in our processesWe are embedding sustainability into our processes,including our wider governance structure and practices,building on work done over many years.In January 2021 we introduced a new sustainability

170、structure that helps us do this.Read more on pages 50-51 of the bp Annual Report 2022.GovernanceThe board is responsible for setting the strategy and for monitoring bps management and operations as they work to execute strategic delivery against our targets and aims.The board-level safety and sustai

171、nability committee(S&SC)oversees effective implementation of the sustainability frame and management of health,safety and environmental risks.Oversight of sustainability matters is embedded through our executive-level group sustainability committee,chaired by our EVP,strategy,sustainability&ventures

172、.The committees remit is to provide oversight,challenge and support in the implementation of bps sustainability frame and management of potentially significant non-operational sustainability(including climate-related)risks and opportunities.At SVP level,the sustainability forum comprises representat

173、ives from each bp entity,provides feedback to the group sustainability committee and aims to deliver alignment and visibility of key sustainability issues.bp board levelEVP levelSVP levelCross bp forums and meetingsMeetings and forums to allow cross group discussions,integration and implementationBo

174、ardSafety and sustainability committeeAudit committeeRemuneration committeePeople and governance committeeCEObp leadership teamGroup sustainability committeeResource commitment meetingIssues and advocacy meetingGroup operations risk committeeGroup financial risk committeeSustainability forumProducti

175、on&operations carbon tableHuman rights governance The S&SC has oversight of human rights,including modern slavery.Our group operations risk committee reviews progress on managing the potential operational and associated supply chain risks of modern slavery.Our human rights working group was consolid

176、ated into the sustainability forum from 1 January 2021.Read more: and performance management In 2022 all bp business groups and supporting functions developed sustainability plans,setting priority actions to support delivery of our aims.These plans will be managed alongside the annual business plann

177、ing process,and a sustainability performance management approach has also been set within the group governance structure.Aims 1-5 were included in the planning and group business performance management processes across bp in 2022,including long-term planning and performance management updates to the

178、 bp leadership team.Investment governance and evaluating consistency with the Paris goals The board assesses capital allocation across the bp portfolio,including the level and mix of capital expenditures and divestments,strategic acquisitions,distribution choices and deleveraging,as well as reviewin

179、g certain investment cases for approval.For capital investments above defined financial thresholds investment approval is conducted through the executive-level resource commitment meeting(RCM),which is chaired by the chief executive officer.The CA100+resolution requires bp to disclose how we evaluat

180、e the consistency of new material capex investments greater than$250 million with the Paris goals.bps evaluation was undertaken by the RCM for new material capex investments sanctioned of which there were five in 2022.The outcome of this is included in the bp Annual Report 2022.All investment cases

181、must set out their investment merits and are considered against a set of balanced investment criteria.In 2022 we further embedded sustainability into our investment governance process by developing our sustainability assessment template,for use in all investment cases reviewed by RCM.The template pr

182、ovides information on a cases impact on our net zero aims 1-3,its expected GHG intensity,and significant impacts on,or contribution to,certain aims concerning people and planet.This helps to maintain the consistency of our investments with our strategy and sustainability aims.Read more on pages 28-3

183、1 of the bp Annual Report 2022.For terms with refer to the glossary on pages 59-60.Governance structurebp sustainability report 202215Our approachSustainability at bpGetting to net zeroImproving peoples livesCaring for our planetEngaging stakeholdersOur reportingbpx energy Grand Slam facility,Texas,

184、USReducing emissionsbpx energy has utilized electrification and centralized gathering infrastructure to reduce emissions,methane intensity and flaring intensity in its Permian basin operations.The Grand Slam facility allows new well sites to be built without tanks,flares,compressors and other source

185、s of emissions.In 2022 bpx connected more than 70legacy wells to low-pressure gathering systems,with nearly half linked to Grand Slam.We are planning to connect further legacy sites in 2023.Nearly all bpxs centralized facilities and connected wells use imported electricity with a lower carbon intens

186、ity as their primary energy source.Their operation,together with other emissions reduction work,has achieved positive results.Since 2019 bpxs Permian methane intensity has reduced from over 4%to under 1%and its flaring intensity has dropped from 16%to less than 0.5%in 2022.4Reducing methaneAlso cont

187、ributes to:Performance and progressGetting to net zeroIn this sectionOur net zero ambition and aims 17Getting to net zero introduction 18Five aims to get bp to net zero 19Consistency of our ambition and aims with the Paris goals 20Five aims to get bp to net zero 21 Aim 1:Net zero operations 22Aim 2:

188、Net zero production 23Aim 3:Net zero sales 25Aim 4:Reducing methane 27Aim 5:More investment into transition 28Five aims to help the world get to net zero 30Aim 6:Advocating 31Aim 7:Incentivizing employees 31Aim 8:Aligning associations 32Aim 9:Transparency leader 33Aim 10:Clean cities and corporates

189、341 Net zero operations 22bp sustainability report 202216Sustainability at bpOur approachGetting to net zeroImproving peoples livesCaring for our planetEngaging stakeholdersOur reportingbp sustainability report 202217AdvocatingMore actively advocate for policies that support net zero,including carbo

190、n pricing.Read page 31 for moreNet zero productionNet zero across the carbon inour upstream oil and gas production by 2050 or sooner.Read page 23 for moreReducing methaneInstall methane measurement at all our existing major oil and gas processing sites by 2023,publish the data,and then drive a 50%re

191、duction in methane intensity of our operations.Read page 27 for moreMore$into transitionIncrease the proportion ofinvestment we make intoour non-oil and gasbusinesses.Read page 28 for moreNet zero operationsNet zero across our entire operations by 2050 or sooner.Read page 22 for moreNet zero salesNe

192、t zero across the energy products we sell by 2050 orsooner.Read page 25 for moreIncentivizing employeesIncentivize our global workforce to deliver on our aims and mobilize them to become advocates for net zero.Read page 31 for moreTransparency leaderTo be recognized as an industry leader for the tra

193、nsparency of our reporting.Read page 33 for moreClean cities and corporatesOur regions,corporates and solutions team is working to help countries,cities and corporations around the world decarbonize.Read page 34 for moreAligning associationsSet new expectations for our relationships with trade assoc

194、iations around the globe.Read page 32 for more791068Ourambition and aimsWe launched our five aims to help the world get to net zero in February 2020,alongside five aims to get bp to net zero24513For terms with refer to the glossary on pages 59-60.Getting to net zeroOur approachImproving peoples live

195、sCaring for our planetEngaging stakeholdersSustainability at bpOur reportingSince we launched our 10 net zero aims in 2020,we have been working to deliver them.The unprecedented events of 2022 the continuing COVID-19 pandemic,the war in Ukraine,an energy crisis and a cost-of-living crisis are a remi

196、nder that a successful energy transition address security,affordability and lower carbon the so-called energy trilemma.We discuss these issues in the bp Energy Outlook 2023,which updates the 2022 Outlook to account for factors including the Russia-Ukraine war and the passing of the US Inflation Redu

197、ction Act.The scenarios in the Outlook explore some of the possible pathways that the transition could take up to 2050 and help to inform our core beliefs about it.These beliefs include:y The carbon budget is running out.Despite the marked increase in government ambitions,CO2 emissions have increase

198、d every year since the Paris COP in 2015(except for 2020).y The disruption to global energy supplies and associated energy shortages caused by the Russia-Ukraine war increases the importance attached to addressing all three elements of the energy trilemma:security,affordability,and lower carbon.y Th

199、e structure of energy demand will continue to change,with fossil fuels declining and being replaced by a growing share of renewable energy and by increasing electrification.y The transition to a low carbon world requires a range of other energy sources and technologies,including low carbon hydrogen,

200、modern bioenergy and carbon capture,use and storage.Read more: net zero targets and aimsSince 2020 we have made the following updates:y We now aim for a 50%reduction in our operational Scope 1 and 2 emissions in 2030(formerly 30-35%).y For aim 3 we are aiming to reduce to net zero the average carbon

201、 intensity of sold energy products by 2050 or sooner(previously a reduction of 50%).For 2030 we are aiming for a 15-20%reduction in the lifecycle carbon intensity of these products(previously 15%).We also expanded aim 3 to include physically traded energy products.y Our aim 5 is now aligned with our

202、 transition growth engines(see page 28).This means we expect to invest more than 40%,or$6-8 billion of our capital expenditure in transition growth engines by 2025 and around 50%by 2030 or$7-9 billion.y For aim 2 we are now targeting a 10-15%reduction by 2025(previously 20%)in the emissions associat

203、ed with the carbon in our upstream oil and gas production and are aiming for 20-30%reduction by 2030 (previously 35-40%).Our destination is unchanged to be a net zero company by 2050 or sooner,and to help the world get to net zeroa.We are aiming to be net zero across our operations,production and sa

204、les.Getting to net zero:introductionWe continue to believe our ambition and aims,taken together,are consistent with the goals of the Paris Agreement.By setting a path that enables us to make a positive contribution,working to build and participate in many of the new net zero value chains the world w

205、ill need,our ambition and aims support the worlds progress towards Paris.The bp sustainability report 2021 described our approach to divestment activities,which remains unchanged,and how divestments which continue to be an important part of our strategy contribute to our aims 1,2 and 3.It also descr

206、ibed our position on carbon credits and offsetting.This years report provides an update on our work to champion nature-based solutions see aim 18 on page 49.Read the bp sustainability report 2021: What we mean by net zero for the world is different from what it means for bp.See the glossary on pages

207、 59-60.For terms with refer to the glossary on pages 59-60.bp sustainability report 202218Getting to net zeroOur approachImproving peoples livesCaring for our planetEngaging stakeholdersSustainability at bpOur reportingNet zero aims 1-5 updateFive aims to get bp to net zero progress summaryAimsMeasu

208、re/coverage20192020 update2021 performance2022 performance2025 targets2030 aimsAims for 2050 or soonerAim 1Net zero operationsScope1+2Baseline54.4 MtCO2e16%a35%a41%a20%a50%a30-35%bNet zeroAim 2Net zero productionScope3Baseline361MtCO29%a16%a15%a10-15%a20%b20-30%a35-40%bNet zeroAim 3Net zero salesAve

209、rage lifecycle carbon intensityjBaseline79c gCO2e/MJ2%cd1%cd2%cd5%d 15-20%dNet zero50%b Aim 4 Reducing methaneMethane intensity0.14%e0.12%e0.07%e0.05%e0.20%f50%freduction Aim 5More$into transitionTransition growth investment$634mg$995mg$2.4bng$4.9bnh$6-8bni$3-4bni$7-9bni$5bnia Reduction in absolute

210、emissions against the 2019 baseline.b Previous target/aim set in 2020.c The previously reported aim 3 figures have been recalculated in accordance with the expanded sales boundary(now the average carbon intensity of sold energy products),methodology improvements for power,and updated carbon intensit

211、y factors and physical/chemical properties,and so differ from those presented in the 2019-2021 bp Annual Report and Form 20-F,sustainability report and ESG datasheet.For more detail on how this metric is calculated see the basis of reporting.d Reduction in the average carbon intensity of sold energy

212、 products against the 2019 baseline.e The methane intensity for these years is calculated using our existing methodology and,while it reflects progress in reducing methane emissions,will not directly correlate with progress towards delivering the 2025 target under aim 4.f The 0.20%methane intensity

213、target is based on our new measurement approach,which we aim to have in place across the relevant operations by the end of 2023.The 50%reduction we are aiming for is against a new baseline which we plan to set based on that new measurement approach.g Values have been restated to align with transitio

214、n growth investment.h In 2022 capital expenditure against aim 5 activities(transition growth investment)increased from$2.4 billion on an equivalent basis in 2021($2.2 billion based on previous aim 5 low carbon investment metric).Most of this spend related to investments in biogas,EV charging,offshor

215、e wind,power and convenience.i 2025 target has been updated from$3-4 billion(in low carbon activity investment)to$6-8 billion in transition growth investment and 2030 aim has increased from$5 billion to$7-9 billion respectively.j Average carbon intensity of our sold energy products.As explained on p

216、age 26,aim 3 emissions can be thought of as combining elements of bp Scopes 1,2 and 3.For terms with refer to the glossary on pages 59-60.bp sustainability report 202219Getting to net zeroOur approachImproving peoples livesCaring for our planetEngaging stakeholdersSustainability at bpOur reportingIn

217、 a world heading for net zero,we believe that bp is best positioned for success if we are also heading for net zero working to build and participate in net zero value chains,and using our capabilities to integrate along and across those value chains.We believe that our net zero ambition and aims,tak

218、en together,set out a path for bp that is consistent with the goals of the Paris Agreement.When we refer to consistency with Paris we consider this to mean consistency with the world meeting the goals set out in Articles 2.1(a)and 4.1 of the Paris Agreement on Climate Change.Both the Sharm el-Sheikh

219、 Implementation Plan agreed by the Parties at COP27 in November 2022 and the Glasgow Climate Pact agreed by the Parties at COP26 in November 2021 reaffirmed the temperature goal set out in Article 2 of the Paris Agreement.We believe that our ambition and our 10 net zero aims need to be considered as

220、 a package for Paris consistency.That is because they combine to set bps direction for net zero,supporting societys drive towards the Paris goals and enabling bp to succeed in a Paris-consistent world.Our ambition and aims enable us to make a positive contribution to the world meeting the Paris goal

221、s and getting to net zero,including in its pursuit of efforts to limit global average temperature rise to 1.5C above pre-industrial levels.Our view of Paris consistency continues to be based on three key principles:1Informed by Paris-consistent energy transition scenariosWe are confident that our ap

222、proach is science-based.We see the Intergovernmental Panel on Climate Change(IPCC)as the most authoritative source of information on the science of climate change and we use it and other sources to inform our strategy.The IPCC highlights that there are a range of global pathways by which the world c

223、an meet the Paris goals,with differing implications for regions,industry sectors and sources of energy.The bp Energy Outlook 2023 has been updated to reflect the significant developments in global energy markets over the past year,including the possible impact of the Russia-Ukraine war on the pace o

224、f the energy transition.It includes three main scenarios two of which we regard as Paris-consistent(Accelerated and Net Zero scenarios)that we use to inform our strategy.Read more about scenarios which inform our net zero ambition on page 4 of the net zero ambition progress update.Consistency of our

225、 ambition and aims with the Paris goals2Positioned for strategic resilienceWe believe our strategy positions bp for success and resilience in a Paris-consistent world a world that is progressing on one of the many global trajectories considered to be Paris-consistent,and ultimately meets the Paris g

226、oals.The strategy diversifies bps portfolio and business interests,reducing the risk that challenges facing a single business area might adversely affect bps strategic resilience.In addition,within the inevitable constraints associated with factors such as long-term capital investments,contractual c

227、ommitments and organizational capabilities at any given time,bps ability to maintain its strategic resilience rests,in part,on the governance used to keep the strategy under review in light of new information and changes in circumstances.3Contributes to net zeroThere are many ways a company at the h

228、eart of the energy sector can make a meaningful contribution to the world getting to net zero.These include:policy advocacy and seeking to use the companys influence with trade associations(who conduct climate-related advocacy);low carbon collaboration and support for others in their own decarboniza

229、tion efforts(such as cities and companies);and investment in low carbon and technology development.bp seeks to advance these areas through our aims 1-5 in support of our ambition to be a net zero company by 2050,or sooner,and aims 6-10 which are focused on activities which can help the world get to

230、net zero,see page 21 and page 30.Read more about consistency with Paris on pages 28-31 of the bp Annual Report 2022.For terms with refer to the glossary on pages 59-60.bp sustainability report 202220Getting to net zeroOur approachImproving peoples livesCaring for our planetEngaging stakeholdersSusta

231、inability at bpOur reportingNet zero operationsWhat we have achieved41%reduction in absolute emissions against the 2019 baseline(2021 performance 35%)Read page 22 for moreNet zero productionWhat we have achieved15%reduction in absolute emissions against the 2019 baseline(2021 performance 16%)Read pa

232、ge 23 for moreNet zero salesWhat we have achieved2%reduction in the average carbon intensity of sold energy products against the 2019 baseline(2021 performance 1%)Read page 25 for moreReducing methaneWhat we have achieved0.05%methane intensity(2021 performance 0.07%)Read page 27 for moreMore$into tr

233、ansitionWhat we have achieved$4.9bn transition growth investmentIncluding our$3 billion deal to acquire Archaea Energy a leading US producer of renewable natural gas.(2021 performance$2.4bn)Read page 28 for more12345Five aims to get bp toWe are focused on delivering our net zero aims and investing i

234、n our transition and the energy zeroFor terms with refer to the glossary on pages 59-60.bp sustainability report 202221Getting to net zeroOur approachImproving peoples livesCaring for our planetEngaging stakeholdersSustainability at bpOur reportingOur actionsOperational efficiencyWe are implementing

235、 energy efficiency measures,electrifying our centralized facilities,reducing flaring and venting,and managing methane across our operations.Emissions reduction activities may include powering refineries and onshore upstream assets using power with lower carbon attributes,as we are already doing at a

236、 number of our European refineries.Carbon capture and storage(CCS)and hydrogenWhere conditions are suitable,extraction of CO2 from produced gas streams and reinjection underground can serve to reduce overall operational emissions.We believe this could be the case at our Tangguh LNG facility in Indon

237、esia,where we are progressing the Tangguh Enhanced Gas Recovery and CCS scheme,designed to inject CO2 back into the reservoir.We also plan to increase the use of blue and green hydrogen at our refineries,reducing the emissions associated with the use of natural gas and grey hydrogen.Portfolio optimi

238、zation As we high-grade our portfolio and focus on our most resilient assets,we expect emissions from our operations to reduce over time.Our progress in 2022We made further progress against our operational emissions reduction targets.Our combined Scope 1 and 2 emissions,covered by aim 1 were 31.9MtC

239、O2e a decrease of 41%from our 2019 baseline of 54.4MtCO2e.The total decrease of almost 22.5MtCO2e includes 16.0MtCO2e attributable to divestments and 4.1MtCO2e in sustainable emission reductions(SERs).Compared with 2021(35.6MtCO2e),Scope 1 and 2 emissions decreased by 10%.We have already exceeded ou

240、r 2025 target of 20%emission reductions against our 2019 baseline.However,we plan to bring new projects online and continued investment will be needed to meet our 2030 aim.SERs have been a core focus for us,allowing us to apply our skills to emission reductions and we intend to maintain that focus.S

241、o to support delivery of this aim,we are continuing to identify and progress potential projects,including flaring and venting reduction,energy efficiency,electrification and CCS.Scope 1(direct)and Scope 2(indirect)GHG emissions(operational control boundary)b(MtCO2e)Scope 1Scope 260402002019202049.22

242、02141.733.25.23.82.4202230.41.5a This chart is intended to be illustrative of a range of contributions that individual aspects of our plans may make relative to others.They should not be taken to represent specific expectations of actual impacts of actions driving delivery.b Operational control data

243、 comprises 100%of emissions from activities operated by bp,going beyond the IPIECA guidelines by including emissions from certain other activities such as contracted drilling activities.For terms with refer to the glossary on pages 59-60.617181920 Net zero operationsOur aim 1 i

244、s to be net zero across our entire operations on an absolute basis by 2050 or sooner.This aim relates to our Scope 1(from running the assets within our operational control boundary)and Scope 2(associated with producing the electricity,heating and cooling that is bought in to run those operations)GHG

245、 emissions.These emissions were 54.4MtCO2e in 2019.We are targeting a 20%reduction in our aim 1 operational emissions by 2025 and will aim for a 50%reduction by 2030 against our 2019 baseline.1Progress and targetsReduction in emissions against the 2019 baseline(absolute basis).2020 performance2022 p

246、erformance2030 aim2025 target2050 or sooner2021 performance16%41%20%Net zero50%35%54.445.535.631.920022OperationalefficiencyCCS and hydrogenPortfoliooptimization2030Actions driving aim 1 deliveryaMtCO2ebp sustainability report 202222Getting to net zeroOur approachImproving peoples livesCa

247、ring for our planetEngaging stakeholdersSustainability at bpOur reportingScope 1(direct)emissions,covered by aim 1,were 30.4MtCO2e a decrease of 8%from 33.2MtCO2e in 2021.Of these Scope 1 emissions,29.7MtCO2e were CO2 and 0.7MtCO2e methane.Emissions decreased due to divestments,delivery of SERs and

248、other temporary operational changes.Scope 2(indirect)emissions decreased by 0.9MtCO2e,to 1.5MtCO2e,a 38%reduction compared with 2021.This decrease resulted from lower carbon power agreements,including those at our Cherry Point,Gelsenkirchen and Rotterdam sites.y Divestments accounted for 1.2MtCO2e o

249、f the Scope 1 and 2 emissions decrease,including bpx energy divestments and the transition of our Angola business to the Azule integrated joint venture.y Delivery of SERs reduced Scope 1 and 2 emissions by 1.5MtCO2e.y Other permanent reductions,partly delivered in 2021,included the repurposing of th

250、e Kwinana refinery(0.1MtCO2e reduction)and ending production at Foinaven floating production storage and offloading vessel(0.1MtCO2e reduction).y Temporary production-related changes accounted for a decrease of 1.0MtCO2e.y Total hydrocarbons flared decreased from 967kt to 654kt due to operational fl

251、aring reductions and the transition of the Angola business to the Azule integrated joint venture.SERs from our businesses and activities included:y Cherry Point,Gelsenkirchen and Rotterdam refineries and Gelsenkirchen Chemicals reduced Scope 2 emissions from purchased electricity by 662ktCO2e throug

252、h further lower carbon power agreements.y Tangguh LNG achieved emissions reductions of 86ktCO2e through the addition of a steam heat recovery project.y bpx energy reduced operational emissions by 351ktCO2e,through projects including further electrification,the introduction of new technologies such a

253、s at the Grand Slam facility,and the installation of vapour recovery at Eagle Ford in the US.bp equity share emissionsWe report our operational(Scope 1 and 2)GHG emissions with reference to two boundaries operational control and bp equity share in our ESG datasheet.Operational control boundary broad

254、ly covers bp-operated assetsa.bp equity share covers 100%of emissions from subsidiaries and the percentage of emissions equivalent to our share of joint arrangements and associatesb.Our Scope 1 and 2 emissions reduced on both an operated and equity share basis,compared with 2021.Read more: Operation

255、al control data comprises 100%of emissions from activities operated by bp,going beyond the IPIECA guidelines by including emissions from certain other activities such as contracted drilling activities.b bp equity share data comprises 100%of emissions from subsidiaries and the percentage of emissions

256、 equivalent to our share of joint arrangements and associates,other than bps share of Rosneft.On 27 February 2022,following the military action in Ukraine,the bp board announced that bp intends to exit its 19.75%shareholding in Rosneft Oil Company(Rosneft).c Excluding bps share of production in Rosn

257、eft.On 27 February 2022,following the military action in Ukraine,the bp board announced that bp intends to exit its 19.75%shareholding in Rosneft Oil Company(Rosneft).For terms with refer to the glossary on pages 59-60.Our actionsPortfolio optimization Becoming net zero on an absolute basis across t

258、he carbon in our upstream oil and gas production is in part linked to reducing that production.We believe that the Scope 3 emissions associated with our upstream oil and gas production will not exceed their 2019 peak and have stated that we are aiming for a reduction in oil and gas production by aro

259、und 25%by 2030,compared to 2019(excluding production from Rosneft)c.This reduction aim takes account of anticipated base decline of existing fields,new projects coming online and the ongoing strategic high-grading of our portfolio which we are designing to be operationally and economically robust,an

260、d also resilient to unplanned or unexpected factors such as price volatility and geopolitical risk.Our exploration and production capital expenditure has declined from a peak of$4.6 billion in 2010,to around$500 million in 2022.Carbon capture and storage and blue hydrogenIn future,the Scope 3 emissi

261、ons under aim 2 could also be reduced by other mitigation actions.For example,the use of carbon capture and storage(CCS)for the production of blue hydrogen or electricity from our equity production.Net zero productionOur aim 2 is to be net zero on an absolute basis across the carbon in our upstream

262、oil and gas production by 2050 or sooner.This is our Scope 3 aim and is based on bps net share of productionc(around 361MtCO2 in 2019).It is associated with the CO2 emissions from the assumed combustion of upstream production of crude oil,natural gas and natural gas liquids(NGLs).We are now targetin

263、g a 10-15%reduction by 2025 and will aim for 20-30%by 2030 against our 2019 baseline.2Progress and targetsReduction in emissions against the 2019 baseline(absolute basis).2020 performance2022 performance2030 aim2025 target2050 or sooner2021 performance9%15%10-15%Net zero20-30%16%111213141

264、51617181920bp sustainability report 202223Getting to net zeroOur approachImproving peoples livesCaring for our planetEngaging stakeholdersSustainability at bpOur reportingOur progress in 2022 Since 2019 our estimated Scope 3 emissions covered by aim 2 have reduced by 15%which is at the upper end of

265、our revised 2025 target of a 10-15%reduction against our 2019 baseline.However,between now and 2025,we expect to see growth in underlying production due to major project start-ups,deferred divestments and growth in bpx production.Our aim to reduce our oil and gas production from 2019 levels by aroun

266、d 25%by 2030,underpins our 2030 aim of a 20-30%reduction in Scope 3 emissions covered by aim 2 against a 2019 baseline.The estimated Scope 3 emissions from the carbon in our upstream oil and gas production were 307MtCO2 in 2022 a slight increase from 304MtCO2 in 2021,mainly associated with an increa

267、se in underlying production due to the ramp-up of major projects and higher asset performance.a Excluding bps share of production in Rosneft.On 27 February 2022,following the military action in Ukraine,the bp board announced that bp intends to exit its 19.75%shareholding in Rosneft Oil Company(Rosne

268、ft).b Primary energy oil and gas used as a proxy for production.For terms with refer to the glossary on pages 59-60.Our aim 2 pathwayOur destination is unchanged:we are aiming to be net zero for aim 2 by 2050,or sooner.We expect our pathway to net zero to be fine-tuned over time,to reflect emerging

269、opportunities and challenges as the world transitions to a better,and more balanced,energy system.As part of our update on strategic progress on 7 February 2023,we announced our plan to increase investment in todays energy system,compared to our previous plans.As a result,we are now aiming to reduce

270、 our oil and gas productiona by around 25%by 2030 compared to 2019.Because aim 2 mirrors our oil and gas production profile,we have updated the medium-term pathway out to 2030 for aim 2.We are now targeting a 10-15%reduction by 2025 compared to the 2019 baseline(previously a 20%reduction)and aiming

271、for 20-30%reduction by 2030(previously a 35-40%reduction).These reductions do not include production volumes from our shareholding in Rosneft,which we announced on 27 February 2022 that we would exit.Including Rosneft,our oil and gas production in 2022 was around 40%lower than in 2019.To support a b

272、alanced as well as rapid energy transition,during this decade we now plan to slow the pace of planned divestments and invest in appropriate,short cycle-time oil and gas development opportunities.Slowing divestments means we will operate these assets for longer and the volume of emissions abatement p

273、rojects undertaken this decade may increase as we work to meet our aims and targets under aim 1(Scopes 1 and 2 operated emissions reductions).Our position on project evaluation remains unchanged.As with any investment,we plan to consider new oil and gas development opportunities against our balanced

274、 investment criteria.For new material capital investments,we will continue to evaluate their consistency with the goals of the Paris Agreement,as part of our reporting against the requirements of a shareholder resolution requisitioned by CA100+in 2019.Estimated emissions from the carbon in our upstr

275、eam oil and gas production(MtCO2)2002230432836001000Estimated emissions from the carbon in our upstream oil and gas production by product(MtCO2)2019 baseline2020 performance2021 performance2022 performanceTotal361328304307Oil2Gas5NGL11119100%-5%+5%-10%+10%

276、-15%+15%Increase in consumptionReduction in consumption-20%+20%-25%-30%-35%bp 2030 production aimIPCC 1.5oC medianIPCC interquartilerange well-below 2oCIPCC interquartile range 1.5oClimited/no overshootbpaimIPCC well below 2oC median2030 oil and gas changes from 2019 baselinebAs described on page 20

277、,we believe that our net zero ambition and aims,taken together,set out a path for bp that is consistent with the goals of the Paris Agreement.We do not consider a narrow focus on individual aims as being particularly useful.However,for readers who may welcome such a comparison,the adjacent chart sho

278、ws the median and interquartile range of changes(2019-2030)in consumption of oil and gas as primary energy in the IPCCs 1.5C scenarios with no or limited overshoot and in their well-below 2C scenarios.These scenarios suggest a median 9.8%reduction in consumption of oil and gas(within an interquartil

279、e range of reductions of between 1.5%and 24.5%)in the 1.5C limited/no overshoot scenarios,and a median increase of 7.7%(within an interquartile range of increases of between 1.3%and 11.1%)in the well-below 2C scenarios.These compare with bps aim to reduce oil and gas production by around 25%by 2030.

280、The chart does not separate out oil from gas;for context,median oil consumption reduces by 9.5%in the 1.5C limited/no overshoot scenarios and increases by 2.2%in the well below 2C scenarios.Median gas consumption reduces by 9.8%in the 1.5C limited/no overshoot scenarios and increases by 11.1%in the

281、well-below 2C scenarios.617181920bp sustainability report 202224Getting to net zeroOur approachImproving peoples livesCaring for our planetEngaging stakeholdersSustainability at bpOur reporting Net zero salesOur aim 3 is to reduce to net zero the carbon intensity of the energy

282、products we sell by 2050 or sooner.This aim applies to the average carbon intensity of the energy products we sell.It is estimated on a lifecycle(full value chain)basis from the use,production,and distribution of sold energy products per unit of energy(MJ)delivered.In February 2022 we expanded aim 3

283、 to include physically traded energy products as well as marketed sales.In future,it may also cover certain other products,for example,those associated with land carbon projects.We are reporting on this basis for the first time this year and have recalculated our 2019-2021 data accordingly.3Progress

284、 and targetsReduction in the carbon intensity of our sold energy products against the 2019 baseline.2020 performance2022 performance2030 aim2025 target2050 or sooner2021 performance2%2%5%Net zerob15-20%1%Our actionsProgress on our aim 3 is directly linked to our strategy to grow our low carbon prese

285、nce and provide products that have lower lifecycle emissions.We anticipate that this change in our sales portfolio will accelerate as the market evolves.We are aiming for around 50%of our capital investment to be in our transition growth engines which includes low carbon activity in 2030.Our aim 5 i

286、s to increase the proportion of investment into non-oil and gas.Read more about our transition growth investment on page 28.Our strategic themesWe expect the execution of our strategy across our three strategic pillars resilient hydrocarbons,convenience and mobility,and low carbon energy to support

287、delivery of our aim 3 up to,and beyond,2030.In charting our aim 3 path,we recognize that often,significant aim 3 benefits arise over the longer term such as certain of the hydrogen or offshore wind projects were working on through this decade coming into operation beyond 2030;utilization rates for E

288、V charge points increasing in later years as EV uptake grows;and investing now in convenience and retail platforms with a view to introduce lower carbon transport offers as our customers energy needs evolve.Examples of actions to advance aim 3 across our three strategic pillars include:Resilient hyd

289、rocarbons We are in action to grow our bioenergy businesses.We aim to grow our biofuels production to around 100,000 barrels per day by 2030.Our refineries operate in regions where we expect to see strong growth in bioenergy demand,and our manufacturing processes are well positioned to adapt to this

290、.Convenience and mobility EV charging is moving at pace,and we see significant value through our focus on fleets and fast charging to on-the-go customers.We have around 22,000 charge points and almost all charge points we roll out now are rapid or ultra-fast.Overall,we aim to grow our global network

291、 to more than 100,000 EV charge points and to increase our energy sales from those by more than 100-fold from 2021 to 2030.Low carbon energy Where we see strategic value in doing so,we intend to integrate our electricity generation positions with a growing commercial and industrial customer portfoli

292、o,and aim to significantly increase our electricity trading volumes.HydrogenWe intend to significantly scale up our hydrogen business and aim to deliver 0.5-0.7Mtpa of hydrogen production by 2030.We anticipate this will primarily be green hydrogen(electrolysis of water using renewable power),while s

293、electively pursuing blue hydrogen(generated from natural gas)opportunities where there is regulatory support and CCS access.As markets evolve,we expect to invest to build global export hubs for hydrogen and hydrogen derivatives.These are in advantaged geographies where we have an established presenc

294、e.a This chart is intended to be illustrative of a range of contributions that individual aspects of our plans may make relative to others.They should not be taken to represent specific expectations of actual impacts of actions driving delivery.b At the point of net zero,our net zero carbon intensit

295、y aim 3 also means we will be net zero on an absolute basis.For terms with refer to the glossary on pages 59-60.15-20%reduction79gCO2e/MJ2019baselineBioenergyEV chargingand convenienceRenewables&powerHydrogen2030Actions driving aim 3 deliverya For aim 3,reducing the average carbon intensity of sold

296、energy products is driven by the efforts of the energy sector,including ours,to decarbonize the products we sell today and investments in EV charging,bioenergy,renewables and power and hydrogen as well as the transition of our energy product trading mix in line with the decarbonization of our activi

297、ties and global energy over time.617181920bp sustainability report 202225Getting to net zeroOur approachImproving peoples livesCaring for our planetEngaging stakeholdersSustainability at bpOur reportingAim 3 updateFollowing the changes to aim 3 we announced in February 2022,we

298、have updated our aim 3 metric from the average carbon intensity of our marketed energy products to the average carbon intensity of our sold energy products(including physically traded energy products).In addition,a number of methodological changes have been made.These include methodology improvement

299、s for power,updated carbon intensity factors and physical and chemical properties of various energy products in line with the latest editions of industry publications.As a result of these changes,the energy included under aim 3 for 2019 our baseline year has increased from 12.6EJ to 20.9EJ and the e

300、missions have increased from 993MtCO2e to 1,638MtCO2e.Overall,the 2019 carbon intensity remained at 79gCO2e/MJ.All figures,up to and including our baseline year of 2019,have been recalculated on this revised basis.Our progress in 2022In 2022 the average carbon intensity of sold energy products was 7

301、7gCO2e/MJ.This represents a 2%decrease from our 2019 baseline,primarily driven by a reduction in the lifecycle emissions associated with the sold energy products.We are also continuing to invest in activities that contribute to our transition and net zero aims.In 2022 our acquisitions included EDF E

302、nergy Services and Archaea Energy both of which are expected to further reduce the average carbon intensity of sold energy products in 2023 and beyond.Read more about our transition growth investment on page 28.Full value chain emissions for energy productsAim 3 is estimated on a lifecycle basis cov

303、ering our full value chain including production and extraction,transportation,processing,distribution and use of the relevant products,assuming theproduct is fully combusted.How does aim 3 relate to Scope 1,2 and 3 emissions?We are sometimes asked how our aim 3 relates to the Scope 1,2 and 3 based a

304、pproach we use for aim 1(net zero operations)and aim 2(net zero production).At a high level,it is straightforwarde because,by covering the full lifecycle emissions associated with the energy products we sell(see the graphic above),aim 3 covers many of the emissions that people might think of as bps

305、Scope 1,2 or 3 emissions:y Such as when someone drives a vehicle using fuel we sold,or heats their home with natural gas we sold.Aim 3 covers those emissions,which are labelled as End use in the graphic above.y Or other emissions associated with fuels we sell such as when bp sells diesel or gasoline

306、.For us to be able to sell the fuel,the oil from which it was made had to be produced and transported to a refinery,where it was refined into fuel,and then it was delivered to where we finally sold it to a user.Each of these activities may have been completed by bp or other companies,so the emission

307、s from those activities could be Scope 1,Scope 2 or Scope 3 emissions for bp.Either way,aim 3 covers those emissions(Production,Processing,Transportation or Distribution emissions in the graphic above).So,while aim 3 considers the emissions as relating to the lifecycle of the product,the GHG emissio

308、ns bp reports under our aim 3 can be thought of as aggregating the relevant Scope 1,2 and 3 emissions for bp in other words,as combining elements of bps Scope 1+2+3 emissions,with the most significant Scope 3 categories being 1,3,4,9&11f.a The aggregate lifecycle emissions and energy values used in

309、the calculation of the average carbon intensity of sold energy products is provided in our ESG datasheet on .b The share of energy is based on the total energy associated with sales of energy products,with electricity represented as fossil equivalence of sold energy.c Covers all power,including rene

310、wable and non-renewable.d Due to rounding the sum of the component parts may not exactly equal 100%.e Note that in technical GHG accounting terms,the situation can be more complex.For example,the GHG Protocol has separate standards or guidance for the product lifecycle approach and for Scopes-based

311、reporting.Using industry GHG accounting guidance,a vertical integrated company such as bp,which can have activities at any of the stages depicted in the graphic,may select various boundaries for a Scope 3 category,such as category 11.For bps aim 2,we selected the upstream boundary for our Scope 3,ca

312、tegory 11 reporting.f Category 1 is purchased goods and services;category 3 is fuel-and energy-related activities(not included in Scope 1 or Scope 2);category 4 is upstream transportation and distribution;category 9 is downstream transportation and distribution;category 11 is use of sold products.Fo

313、r terms with refer to the glossary on pages 59-60.Average carbon intensity of sold energy productsa(gCO2e/MJ)807570655560502002277787779Performance2025 target 2030 aim(5%)(15%)(20%)Average carbon intensity of sold energy productsb(gCO2e/MJ)20022Average emissions intensity of en

314、ergy products79777877Refined energy products95929292Gas products68676767Bioproducts47444343Power productsc57595652Share of energy delivered per energy product typebd(%)GasRefinedBioPower09872022464661Lifecycle=ProductionTransportationTransportationand distributionEnd

315、 useProcessing+617181920bp sustainability report 202226Getting to net zeroOur approachImproving peoples livesCaring for our planetEngaging stakeholdersSustainability at bpOur reportingOur progress in 2022Our methane intensity in 2022 was 0.05%an improvement from 0.07%in 2021b.M

316、ethane emissions from upstream operations,used to calculate our intensity,continued on the declining trend they have followed since 2016(when we reported 111kt),decreasing by 35%to around 28kt,from 43kt in 2021.Variations in production and divestments accounted for approximately 85%of the absolute r

317、eductions reported for 2022,and methane reductions from SERs accounted for 14%.Marketed gas volumes increased by 4.8%to 3,205bcf in 2022.We continue to progress our work under the World Banks Zero Routine Flaring Initiative by 2030(and by 2025 in our bpx energy operations).Methane intensityab(%)0.20

318、0.150.100.050201920200.1420210.120.0720220.05Methane measurementWe progressed the deployment of our methane measurement approach across all our existing major oil and gas processing sites in 2022,with the introduction of enhanced metering,software for flare efficiency and predictive emissions monito

319、ring on gas turbines.We remain on course to deliver our methane measurement aim by the end of 2023.We have taken different approaches at our facilities in order to align with the capabilities of available technologies.At our major facilities our approach focuses on the simultaneous use of multiple d

320、etection and measurement technologies.One of many promising solutions we have piloted is provided by our partner,the methane sensor expert,SeekOps Inc.This solution utilizes highly advanced sensor technology deployed on remotely operated aerial vehicles to monitor methane emissions.It has been succe

321、ssfully used in the UK North Sea,Oman and the Azerbaijan-Georgia-Trkiye region.Across bpx energys operations in the US,we use a varied approach to detection and measurement,reflecting the dispersed nature of bpx facilities and the type and spread of methane sources.This approach centres on the integ

322、ration of multiple solutions and the long-term goal is to reach a predictive operating state,with potential emissions anticipated and avoided.bpx is also working with Kairos Aerospace to monitor methane emissions.Kaiross aircraft carry LeakSurveyor methane spectrometers that are linked to powerful c

323、omputing software.Using this system,bpx can identify the most significant sources of emissions across the various basins and action change where necessary.Methane reduction activityWe continued working to reduce our operational methane emissions from upgrades in our current operations to advances in

324、 the design of our new facilities.Methane SERs were around 2.2kt in 2022,delivered across multiple projects.For example,at our offshore facilities in Trinidad we updated our internal vessel inspections to remove the need for depressurization.And on our Glen Lyon floating production,storage and offlo

325、ading vessel in the North Sea,we optimized pressure control in our crude oil storage tanks.Technology implementationTechnologies to detect and measure methane continue to evolve at pace.We have transformed the way we approach methane emissions thanks to a range of technologies,but it is essential th

326、at we monitor new developments and remain open to considering new solutions as they emerge.For example,we are monitoring the potential of high-resolution satellite data to identify point sources of methane emissions at site level to support our leak detection and repair activities.a Methane intensit

327、y refers to the amount of methane emissions from bps operated upstream oil and gas assets as a percentage of the total gas that goes to market from those operations.Our methodology is aligned with the Oil and Gas Climate Initiatives(OGCI).b Methane intensity is currently calculated using our existin

328、g methodology and,while it reflects progress in reducing methane emissions,will not directly correlate with progress towards delivering the 2025 target under aim 4.c Methane intensity based our plans for increased source level measurement which we aim to have in place by the end of 2023.d The 50%red

329、uction we are aiming for is against a new baseline which we plan to set based on the new measurement approach.We aim to have the new measurement approach in place across the relevant operations by the end of 2023.For terms with refer to the glossary on pages 59-60.Reducing methaneOur aim 4 is to ins

330、tall methane measurement at all our existing major oil and gas processing sites by 2023,publish the data,and then drive a 50%reduction in methane intensitya of our operations.And we will work to influence our joint ventures to set their own methane intensity targets of 0.2%.4Progress and targetsMeth

331、ane intensitya0.12%b2020 performance0.07%b2021 performance0.05%b2022 performance0.20%2025 targetc50%Aimd617181920bp sustainability report 202227Getting to net zeroOur approachImproving peoples livesCaring for our planetEngaging stakeholdersSustainability at bpOur reportingNOJV

332、activitiesUnder the guidance of our non-operated joint venture(NOJV)centre of expertise,we are working to help our NOJVs reduce their methane emissions.We have prioritized collaboration with NOJVs that have the greatest potential to reduce methane emissions,and we are working on multiple aspects rel

333、ated to methane emission reductions,including measuring and reporting,the use of technology and setting meaningful targets.We are helping different NOJVs make progress and in many instances we learn from them.We also encourage them to work in line with organizations such as the Methane Guiding Principles and the Oil and Gas Methane Partnership(OGMP).Collaboration and methane advocacyIn 2022 we ret