Secondly, by using an internal cost of carbon when making investment decisions about fossil fuel projects.

This encourages investment in technology to reduce carbon emissions. And thirdly by promoting the lowest-cost energy pathways to reduce emissions a good example being the use of natural gas to generate power. Gas is easily the cleanest-burning fossil fuel its efficient, versatile and abundantly available.

We also continue to invest in our low-carbon businesses; since 2005 we have invested more than $4 billion in Alternative Energy, and focused our activity in four key areas:
-

In Biofuels were converting sugar cane to ethanol in Brazil. In the UK were constructing an ethanol manufacturing plant and a technology demonstration plant for biobutanol with DuPont. And in the US we are working on the conversion of ligno cellulosic material to biofuels. In Wind weve focused the business in the US where we already have more than 1.2 gigawatts of gross capacity spinning. We expect this business to become cash flow positive this year. In Solar weve focused the business and were repositioning our manufacturing footprint to lower-cost locations, principally in India and China. And in Carbon Capture and Sequestration were concentrating on two major projects one in California, the other in Abu Dhabi.
-

All this is underpinned by our continuing investment in research and technology. BP currently has 20 major technology programmes underway. Around two thirds relate to existing businesses and the remainder to new forms of energy and ways of making todays energy more efficient. Our priorities which lie at the heart of all our operations remain safety, people and performance. This is what we call our Forward Agenda. Our focus on safe and reliable operations is now strongly embedded in all our businesses; we are continuing to build the on the core capabilities of our people; and we have started to see the benefits of improved operational performance flowing through to the bottom line.

Let me address each of these in turn. Safety remains our number one priority and Im pleased to report we can see clear progress. There has been a significant reduction in the frequency of recordable injuries and the number of major incidents related to integrity failures has also fallen. At the same time were reducing containment losses in our operations. We are continuing to improve our skills and capabilities as we roll out a common Operating Management System across our business. By the end of 2009 wed fully implemented this at 70 sites covering around 80 per cent of our operations and the remainder will be completed this year.

But implementation is just the beginning. Our Operating Management System provides the framework to now drive continuous improvement across all of our operations. Our people have been fundamental to the companys transformation over the last few years. Not only have we refreshed the highest levels of leadership within BP, but we have also reviewed our whole approach to the organisation. We are focussing on deepening our capability by putting the right people with the right skills in the right places. And we are

ensuring they can reinforce their technical and functional expertise through development programmes like our Operations Academies. We are continuing our drive to create a diverse and inclusive workplace to ensure that we can attract and retain the best talent. And we have linked reward more closely to performance. These changes have been clearly reflected in improved operational performance. Over the last two years we have closed the competitive gap that we identified in 2007, and restored momentum in our core businesses. In 2009 we grew production by 4 per cent, building on the track record of momentum relative to our peers since 2000. In refining we have brought our US network back to full operation, and our system is now back to pre. 2005 levels of availability. The drive to increase efficiency and reduce costs remains a key focus for everyone at BP. We started more than two years ago in our effort to counter cost inflation and drive much greater efficiency into our business. In the upstream we are leading our peer group in driving down production costs, with BPs unit costs in 2009 12 per cent lower than in 2008. We will maintain this momentum through activity choice and in the way we manage the supply chain. In the downstream our efficiency initiatives have reduced cash costs by more than 15 per cent in 2009 and our goal over the next 2 to 3 years is to return costs to 2004 levels. For the group as a whole we reduced our cash costs last year by more than $4 billion. In 2009, lower oil and gas prices and weak refining margins created a challenging environment for the whole sector. But the operational momentum in our business and our steadfast focus on efficiency has clearly improved our performance relative to our peers. Despite a challenging year, this performance meant we could distribute $10.5 billion to shareholders and increase our dividend to 56 cents per share. Its also been reflected in our relative share price performance since the beginning of last year; we have outperformed ALL our major competitors. As well as delivering a good operational performance in 2009, we saw significant strategic progress across the company. In E&P we achieved major new access to resources and made a series of significant discoveries. We have maintained our strong track record of reserve replacement. This is th our 17 consecutive year in which we are able to report a reserves replacement above 100 per cent. Year-on.-year production growth was 4 per cent. We started up seven major projects and sanctioned two notable new developments. In R&M, our refining system has been fully restored. We decapitalised our US convenience retail business and reduced the geographic footprint of our international businesses. At the same time costs have come down by 15 per cent. Alternative Energy is more focused and disciplined. And we have furthered our corporate simplification agenda, reducing headcount by around 7500.

Let me give you a little more detail on how we strengthened our portfolio of oil and gas reserves in 2009. Our discoveries included the giant Tiber oil field in the Gulf of Mexico the deepest well ever drilled in the industry. Indeed it lies further below the Earths surface than the summit of Mount Everest does above it. A particular highlight was our return to Iraq where we signed a contract to redevelop the supergiant Rumaila field in partnership with the Chinese National Petroleum Company. The project will help Iraqis to develop new skills as well as generate income to assist in rebuilding the country. In the US we expanded our shale gas portfolio by securing a new position in the Eagle Ford Shale. We established a Coal Bed Methane position in Indonesia. And in Jordan we agreed to join with the National Petroleum Company to exploit the Risha gas field.

And we have continued to add resources in 2010, most notably through the acquisition of $7 billion worth of assets from Devon Energy that we announced last month. These include significant deepwater interests in Brazil and the Gulf of Mexico. Over the last two years, through exploration, appraisal and access, we have added a total of around 7.5 billion barrels of new resources thats five years worth of production replaced in just two and that excludes Iraq.

Our strong resource base reinforces the prospects for future production growth. Last year I said that we expected to grow production between 1 and 2 per cent a year to 2013. We are now confident that at a $60 per barrel oil price we can sustain average production growth from 2008 at 1 to 2 per cent a year out to 2015. This production profile is underpinned by 42 new projects, which will start up between now and 2015. Together they will contribute around 1 million barrels a day to total production by 2015. They are concentrated in the Gulf of Mexico, the North Sea, Azerbaijan and Angola, which are all high margin production areas. The strategic progress that we made in 2009 is part of a longer track record. Over the past decade our strategy has allowed us to build a portfolio of great quality and huge potential: equal in our view to any in our industry in terms of the key measures shown here. We have a long history as both an efficient and successful explorer. This has given us a reserve replacement track record which is among the best in the industry, and a long-lived asset base with a bias to conventional oil. We have confidence in robust medium term growth and considerable potential to apply new technologies to further improve recovery. In R&M despite a difficult environment we have less overall exposure to refining than our peers. We have high-graded our portfolio over the past decade to end up with, on average, larger and more advantaged refineries than the other super-majors. We believe we also have the best supply optimisation capability and a set of world class international businesses.

However while our portfolio ranks amongst the best in the industry, our financial performance has yet to fully reflect this. There is now a real opportunity to make this portfolio work harder for us and we intend to do just that.

So how do we define the opportunity? There are many ways to view it: from companywide issues such as the gap in earnings versus our peers, to return on capital employed versus the competition; and from segment-level issues such as improving refining efficiency and closing the gap in fuels value chain performance in the US to improving efficiency in our drilling and in the execution of projects in the upstream. Whichever way you look at it, there are significant opportunities for improvement and in every case firm plans are in place to close those gaps. Our goal over the next few years is to realise the latent potential of our asset base by improving the efficiency and effectiveness of everything we do. We will vigorously drive cost and capital efficiency whilst at the same time maintaining our first priority of safe and reliable operations. In E&P, we will drive efficiency through a new organisational structure. This will provide clearer accountabilities and a centralised approach to project management. For example, it will ensure that we use standard designs and equipment for similar projects in different parts of the world. In R&M, we will focus on efficiency, quality and integration as we start to realise the potential of our refinery network and restructured fuel value chains. All of this will be underpinned by our continuing investment in technology and by the new culture we are establishing at BP. So to sum up, our strategy remains unchanged but we are now embarking on a new phase in which we intend to realise the full potential of the portfolio weve built up over the past decade. We have considerable scope to pursue sector leadership, particularly in costs, capital efficiency and margin quality.

Of course the future looks challenging. It always does. But we have emerged from 2009 in great shape and with renewed confidence and determination. We can see the prize and we believe we are well positioned to capture it. I want to thank the employees of BP for their commitment and I want to thank each of you as shareholders for your loyalty and support. I hope you will continue to support us on the journey that lies ahead. Thank you.
-

ENDS

a
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a) a)

C.
CD

a) a)
(9
CD C C

C C CJ
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bp
Energy consumption to 2030 400 300
.

Long-term energy outlook

Demand
a) 200 100 OECD 0 2000 2010 400 2020 2030
.D

Growth resumes post recession

0

Non-OECD

Driven by non-OECD

Evolution to lower-carbon economy

Supply
300
.

Re n ewab es Hydro Nuclear Coal

Diverse energy mix required

Leveraging technology

a) 020fl I

.
100 0 2000

Gas j Biofuels BOil

Carbon pricing

2010
Source: BP estimates

2020

2030
7

bp

BPs approach to a lower-carbon future

Energy efficiency within BP opertions

Including the price of carbon in investment decisions

Promoting lowest-cost energy pathways e.g. gas for power generation

Continued investment in Alternative Energy

biofuels

wind

solar

carbon capture and sequestration

Investing in research and technology

o
bp

Forward Agenda

Safe and reliable operations

Continue journey in personal safety

Implement Operating Management System

Compliance

People

Building capability

Leadership and behaviours

Performance

Restore revenues

Reduce complexity and cost

n
)

bp

Safe, reliable and efficient operations

Integrity Management Major lncidents 1
35 30
-

Recordable Injury Frequency

1.5

1.0 20 15 10 5 0 2004 2005 2006 2007

Industry range six majors 25

0.5

0.0

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009

2008

2009

Loss of Primary Containment Incidents

1Q08 2Q08 3Q08 4Q08 1Q09 2Q09 3Q09 4Q09

I
10

(1) Data for 2008 and 2009 is aligned to incident impact severity rather than volume released

bp

People and organization

Leadership and culture

Restructuring and delayering

Skills and capability

Diversity and inclusion

Reward for performance

Changing the culture

11

/Th

bp

Restoring revenues
Refining availability 1 100%

Production Rolling 4-quarters to 4Q09

4500 95%

4000 ExxonMobil 90%

BP

3500 Shell 85%

-o 2

3000 80% Chevron 75% Total 70% e

0 Cd
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2500

2000
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0. Cj C) L() (0 r Co o 0000000000

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1% 0 0

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Note: Chevron includes Texaco, prior to the merger Barrels of oil equivalent as reported in company disclosures

(1)

Solomon availability

12

In

bp

Controlling cash costs

-

Cash costs indexed (Total BP Group)

150

140

130

120

110

100

90

80 2005 2006 2007 2008 2009

2004

A definition of cash costs can be found on our website at www.bp corn

13

bp

2009 momentum versus peers

bp
Chevron
Totae.*.

QEON
14.6 -44% 19.2 -56% 11.6 -59% 21.0 -52% 3152 -3% 323 -21% 20.0 -8% 27.1 4% 185 13% 30.6 2% 28.4 -52% 3932 0% 27.7 -27% 3998 4% 181 24% 9.5 -58% 19.4 -35% 2704 7% 154 3% 22.2 -2% 10.9 -47% 172 -37% 2281 -3% 150 15% 18.6 -7%

Underlying Net Income $bn 1 Year on Year %

Cash from Operations $bn Year on Year %

ReportedVolumesmboed Year on Year %

Market Capitalisation $bn 2 vs. end 2008 %

Capital Expenditure $bn 3 Year on Year %

(1)

(2) (3

For BP underlying net income is replacement cost for the year adjusted for non-operating items and fair value accounting effects. For other companies, underlying includes adjustments for all identified non-recurring items. as at 3 1/12/2009 BP organic; ExxonMobil, Royal Dutch Shel Chevron and Total as disclosed

14

(Th

bp

BP vs peers

since January 2009

140

130 BP

120 RDSB Chevron Conoco Phillips Total

110

100

90 Exxon Mobil

80

70

60

FMAMJJAS

ON

DJ

FMA
15

Source: Datastream, 14 April2010

:.:

bp

Strategic progress in 2009

E&P New access: Iraq, Indonesia, Jordan, new acreage in US Gulf of Mexico and Egypt Exploration and appraisal success: Tiber, Mad Dog South, Angola Block 31 Major projects: 7 start-ups and 2 sanctioned developments Resource replacement: over 250% Reserves replacement: 129% Production growth: 4% R&M Revenues restored: US refining portfolio fully operational Simplification: US convenience retail, reduced marketing footprint Cost efficiency: cash costs down by more than 15% on 2008 Alternative Energy Focused and disciplined: $4bn invested since 2006 Corporate Simplification Headcount: reduced by 7500 to date Cash costs: down by more than $4bn in 2009

Reserve replacement as reported on a combined basis of subsidiaries and equity accounting entities, excluding acquisitions and divestments

16

bp

2009 exploration and access

-

CANADA Ellice J-27 BP(25%)

j Nile Delta

EGYPT

I I
JORDAN Risha 2 7000km block IRAQ Rumaila Redevelopment of supergiant PAKISTAN Onshore 2 5,000km in two blocks

US SHALE GAS Eagle Ford New 5tcf position

T..
US GULF OF MEXICO Tiber BP (62%) and operator Giant oil discovery US GULF OF MEXICO 61/eases from OCS 208, 210 ANGOLA Leda, Oberon, Tebe Block 31 BP (27%) and operator Nineteen discoveries in block

1
INDONESIA Kalimantan 2 Net 640km of Coal Bed Methane iiIiESIA West Papua 2 Okrn n et in two blocks

Exploration Access

17

0
bp

Growth to 2015
mboed 5,000
TNK-BP Angola

4,000
Gulf of Mexico Asia Pacific

3,000

E South America 2,000

N. Africa, Middle East and Caspian Trinidad &Tobago

1,000
North Sea

0 2008 2009 2010 2011 2012 2013 2014 2015

North America Onshore

2010-2015 BP projections at $60/bbI

18

bp

Project start-ups 20102015

Alaska Uberty* North Sea Skarv * Vaihall Redevelopment * Devenick * Kinnoull * Clair Ridge * WoS Q204 * Azerbaijan Chirag Oil *
Egypt WNDGas*

Canada Canada Sunrise

Russia (TNK-BP) Russkoye Suzun Verkhnechonskoye FFD

&

Gulf of Mexico Great White Galapagos * Na Kika Phase 3 * Mad Dog Phase 2 * Na Kika Phase 4 * Tubular Bells * Freedom Kaskida * Mars B Horn Mountain Phase 2 Atlantis Phase 3 *

Trinidad & Tob Serrette * Trinidad Compression Juniper *

Algeria & Libya In Salah Gas Compression In Salah Southern Fields In Amenas Compression
*

Middle East Oman FFD *

Asia Pacific

Angola B31 PSVM * Pazflor Clochas Mavacola Angola LNG Kizomba Satellites Phase 2 B18 West * CLOV

North Rankin 2 Tangguh Expansion * Sanga Sanga Coal Bed Methane

1000 2OlOStart Ups 2011 Start Ups 2012-2015 Start Ups

*

2012

2015

BP Operated

2012 and 2015 BP projections at $6O7bbi

19

0
bp

Portfolio quality
Efficient and successful explorer
5 Majors relative performance 2004 -2008 o
C

Strong reserve replacement track record (1)

-

Robust medium-term growth

coD o a

120%

0)

SBP CVX TOT

I I
I

D1OO%

o TNK-BP

-C
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G)

80%

0
Co

RDS

I
0

Angota Gulf of Mexico Asia Pacific

j S5
60%

I
o
>

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Cop

III..
Co

o South America
N Africa, Middle East and Caspian Trinidad

5,1 o

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I
15

<0

20%

North Sea North America Onshore

5 10 Exploration spend $bn

I I

LO

0% a a CO
CO

a
CO

CO

2t!6

Leverage to improved recovery

I
I

High quality refining

250
-o

World class international businesses

Material market shares 40% of capital employed in growth markets Leading technologies Strong customer relationships Premium brands Margin share growth

Total oil and gas initially in place

I2OQ

I> Ito C
U)

Divested
150
BP Divestments OO-09 Alliance Mombasa Coryton Reichstett Grangemouth Salt Lake Lavera Singapore Mandan Yorktown

icc

lo) Ct, Ito I

I

CC)

100
7

10 9 Nelson Complexity

11

+1%=2 bnbo

Source: Oi/& Gas Journal 2010

20

bp

The opportunity
Earnings vs Peers
Underlying net income gap $bn 40%

ROACE vs Peers
Underlying ROACE

Refining efficiency
Refining performance

I
(11 (1 BP gap to Shell BP gap to ExxonMobil (absolute)
(2
2001 2002 2003 2004 2005 2006 2007 2008 2009

30%

Other Supermajors

IF

854

E
10%
5%
-

I I I
2003 2004 2005 2006 2007 2008

140

130 110 120 R&M refining cost efficiencyi

100

BP portfoho average

Top 3 R&M refinery sites

0%

-1 Performance gap in US Fuels Value Chains

200 150

(1) Based on So(omon non-energy operating expense per Effective Distillation Capacity (indexed to top three R&M refinenes)

Drilling efficiency

Projects efficiency
Project Cost Performance

Pre-tax RCOP per barrel, rolling 4Q indexed

Industry Average

120%
Opportunity

15% Sanction Estimate

:
50
0

100% Best in Basin

Us
0 (50)
(100)
L U) (0(0 t0 co r r r 0) o- 0)0)0) C) C) C) C) C C) C) C) C) (DC C C CD C) C) C C)

Peers BP

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2009

HP Actual
Performance Source Benchrnarking data based on BP internal and industry

I I
port to/b in 2004-2008

Inflation

Project Management

Data based on 8P Operated Major Projects

21

n Realising the opportunity

Capital efficiency

A..

...

0
bp

Cost efficiency

Technology

Culture

22

bp

Strategy
Upstream profit growth, cost and capital efficiency

Downstream turnaround, cost efficiency

Alternative Energy focused and disciplined

Corporate efficiency

23