1. REVIEW OF PETROLEUM AND LIQUID FUELS CHARTER 2 November 2000 – August 2010

2. 11 Agenda  Introductions  Supportive Culture  Ownership and Control  Employment Equity  Capacity Building  Procurement  Enterprise Development  Socio-Economic Development (CSI)  Conclusion

3. 22  Sipho MasekoChief Executive – BP  Richard FienbergChief Financial Officer – BP  Vuyi RaserokaHuman Resources Director – BP  Joe MahloHead of External Affairs and Communications – BP  Tshidi MadimaExecutive Director Investments - Mineworkers Investment Company  Sizwe MncwangoManaging Director - Masana Petroleum Corporation  Who is in attendance from BP? Introductions

4. 33  Black people well represented on the board at 48.75%  Black executive directors amount to 20%  Black top management amounts to 50%  Board Transformation Committee All statistics using the adjusted recognition for gender We started our transformation journey by cultivating a Supportive Culture

5. 44  25% voting rights in hands of black people  Oversight and challenge  Transformation committee  Exposure across the entire value chain  Sells BP and Castrol branded products  BPSA will not compete with Masana and remains an equity partner at all times  Masana majority BEE owned & operated  Regular cash flow with guaranteed minimum returns & upside linked to BPSA performance & MIC/WDB participation  How is MIC/WDB’s equity investment and joint venture in BPSA structured? Manufacturing (Refining), Supply, Trading Commercial & Industrial LubesRetail BPSA (Pty) Ltd BP 75% MIC 17.5% WDB 7.5% SAPREF & Blendcor 50% BP 45% MIC 24.5% WDB 10.5% Masana Mgt & Staff 20% Masana Petroleum Solutions BEE partnership meets the intent and spirit of the Charter

6. 55 Employment Equity & Capacity Building Africans in leadership positions increased from 23% to 51% and females from 8% to 18%  Most senior positions in BP South Africa

7. 6 Employment Equity & Capacity Building: A transformed racial profile

8. 7 Employment Equity & Capacity Building Ambitious plans to redress gender imbalance

9. Procurement: our interventions are bearing fruit Procurement from BEE compliant businesses increased by a compound 33% Steps Taken In Support of BEE Procurement Transformation Committee set up headed by BEE Partners – 2001 Supplier Diversity Manager role created – 2001 BEE Procurement Policy formulated – 2002 BEE Procurement targets set for each area of business – 2003 Appointed Bogosi Consulting to assist suppliers become BEE compliant and to rate them – 2005 BEE database shared with SASDA

10. 9 Enterprise Development: Role of BP SA in sustainability of Masana Funding structure of Masana – R265m Shareholders loans – BP SA support at R37m; BEE partners at R30m Raising of RMB loans plus guarantees of approximately R200m Product Supply to Masana BP SA supply product at a discount which is worth approximately R20m/annum Credit terms of 30D from statement translate to working capital of up to ~R1bn Logistics infrastructure and secondary transport Storage and handling at cost to Masana; access to entire BP SA depot network Secondary transport – BP fleet delivers to Masana customers nationally All of Masana’s on-road transport customers have unlimited access to the BP SA retail network Access to both Local and Global expertise HSSE programmes; Technology (Fuels & Transaction); Strategic Co-operation

11. 10 Socio- Economic Development Over 1.5% net income spent on various community upliftment initiatives  Objective: Monetary and non-monetary contributions with the specific objective of facilitating sustainable access to the economy:  CSI Strategy Main focus is education on the following themes:  Business leadership & technical development skills e.g. Maths, Science & Technology Program in collaboration with Wits  HIV/AIDS prevention (e.g. Soul City)  Road Safety (e.g. Arrive Alive and High School Debating Competition)  Environment & Energy (Sea birds rehabilitation through SANCCOB)

12. 11 In summary: BP made significant progress…but there remains more to do The BP leadership owns the transformation agenda The BP BEE partnership with MIC/WDB benefits a broad base of stakeholders The racial profile of the employee population now better approximates the communities in which we operate Our procurement interventions are yielding positive results We have successful Enterprise Development initiatives And we continue to invest in Socio-Economic development initiatives

13. 12 Review of Petroleum and liquid fuels Charter Thank You