BP plc · LSE:BP.
BP — Investor Presentation (July 2000)
20 slides from BP's investor presentation, July 2000
Slide 1: Headlines
Headlines • ARCO • Castrol • New Market Growth • Alliances • Cleaner Fuels & CO2 Reductions
Slide 2: Strategy
Strategy • Develop an advantaged refining portfolio • Become a great retailer • Be a world class lubricants company • Increased presence in emerging markets • Be the environmental leader
Slide 3: Progress report to 2001 targets
Progress report to 2001 targets High level targets $bn What we What we aim said in to do by July ‘99 end 2000 Costs $1.3 bn $1.3 bn Disposals $3.2 bn $2.0 bn Gross capex $7.5 bn $5.3 bn
Slide 4: Progress report to existing targets
Progress report to existing targets Operational targets $bn What we What we aim said in to do by July ‘99 end 2000 Volumes 350 kbd 520 kbd Convenience 22% 23% New Markets $0.5 bn $0.4 bn Cover 60-70% 75%
Slide 5: Shape of the new company
Shape of the new company $bn Capital employed % ROFA* Castrol BPAA ROW ROW 25 Europe USA 12 20 10 15 8 10 6 4 5 2 0 0 1998 1999 2000 1995 1996 1997 1998 1999 *Competitor set of US majors and Shell. Arco is represented not as a competitor but in the line BPAA
Slide 6: Volume growth
Volume growth Lubricants • Global leader in Consumer • Global leader in Marine
Slide 7: Volume Growth
Volume Growth Lubricants Market share <1% 1-5% 6-10% 10%+
Slide 8: Volume growth
Volume growth Emerging Markets Existing BP Amoco Castrol
Slide 9: Volume growth
Volume growth Emerging markets % actual/targeted Marketing volume vs. 1998 310 240 170 100 1998 1999 2000 2001 2002 2003
Slide 10: Investment
Investment Refining / Marketing % of Capex actual/targeted Marketing Refining % capital employed Refining/Other 100 50 0 1999 2001 2003
Slide 11: Investment
Investment Refining portfolio • Advantaged supply • Cleaner fuels • Integration value 1998 1999 2000 2001+ Refining cover 86% 79% 75% 60-70%* actual/targeted * Includes ARCO
Slide 12: Investment
Investment Convenience retail % actual/targeted CAGR ‘95-‘99(1) ‘00-‘04 Store sales Selling space Selling space 16% 16% 200 Store sales 14% 15% 180 Sales/store/ 5% 8% 160 month 140 # of conv sites 9% 7% 140 100 1998 1999 2000 2001 2002 2003 2004 * all data excludes ARCO (1) BP Express data
Slide 13: Investment
Investment Convenience retail Convenience sites* Convenience markets % actual/targeted 160 no. of sites actual/targeted 135 120 130 125 80 120 115 40 110 105 100 0 1998 2000 2004 1998 2000 2004 *index vs. 1998 all data excludes ARCO
Slide 14: Capital efficiency
Capital efficiency Refining % Capital Investment Availability% Cents / EDC* actual/targeted Underlying 99 Clean Fuels Onstream avaliability 97 100 95 93 80 91 40 89 87 20 85 1996 1997 1998 1999 2000 2001 2002 2003 2004 * EDC - Equivalent Distillation Capacity nb-data isroling averages All data exclu
Slide 15: Unit cost
Unit cost Retail Retail offsite cost / site operating contribution % actual/targeted 50 45 40 35 30 25 1998 1999 2000 2001 2004 * all data excludes ARCO
Slide 16: Unit Cost
Unit Cost Refining Fixed Costs cents/EDC* actual/targeted 100% 80% 60% 40% 1998 2000 2004 * Indexed vs. 1998 All data excludes ARCO
Slide 17: Unit turnover: Retail
Unit turnover: Retail Store sales/site/month % actual/targeted 150 • Attractive markets 140 • Focused and material market 130 positions 120 • Improving retail capabilities 110 • Enhanced offers 100 1998 2000 2002 2004 * all data excludes ARCO
Slide 18: The brand
The brand c | BP Amoco | a) a>
Slide 19: Reimaging
Reimaging Reimaging timeframe - years FMCG Industry Average reimage cycles Petroleum Industry Amoco Age of existing image BP 0 10 20 30
Slide 20: Summary
Summary • Well ahead on delivery of existing targets • Significant transformation of the Downstream business • Disciplined growth framework • Brand launch • Continue to shape the environmental agenda