BP in Vietnam: Social Involvement, an Evolution
Miles Dodd
Doshisha Business Case 05-02
August 2005

BP in Vietnam: Social Involvement, an Evolution
Miles Dodd, Doshisha University

Copyright © 2004 by Miles Dodd, Omron Fellow, ITEC, Doshisha University.
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any
form or by any means – electronic, mechanical, photocopying, recording, or otherwise – without
written permission from the author. The case was prepared by Miles Dodd with the support of
ITEC and Doshisha University. It is intended to be used as a basis for class discussion rather thanto illustrate a correct or incorrect way of handling a business situation.

BP in Vietnam: A brief history
In the late 1980s Vietnam turned away from its major reliance on the
COMECON trading block and introduced its Doi Moi 1 policy, embracing the principles
of a market economy and cautiously opening its doors to western investment. The US
trade embargo was to remain in place until 1994.
Vietnam's oil and gas reserves were thought to be very interesting 2 . Vietsovpetro,a Russian Vietnamese joint venture, was already in production at the Bach Ho (White
Tiger) field but there was considerable scope for further exploration. With a population
over 80 million, the second largest population in ASEAN 3 after Indonesia, there wasalso a large potential market for downstream 4 oil products. Unfettered by the embargo,
BP determined to position itself to develop both markets. As Mike Yeldham, the firstBP representative in Hanoi, speaking years later said: "There was a chance to get thebrand established in Vietnam and actually get pole position that we hadn't got anywhere
else, and could not expect to get. 5 "The first area of interest still uncommitted lay offshore Danang in central
Vietnam. BP had made a huge gas discovery based on pre-existing and newly acquired
seismic data, but this was discovered not to be commercial. BP's chief interest had
however focused on areas later relinquished by Vietsovpetro together with those held by
the Indian state-owned ONGC, in which gas deposits were discovered some 370
kilometres offshore south-east of Ho Chi Minh City in the Eastern Sea. The concession
for this area, known as Nam Con Son, was held by the Indian state-owned ONGC in
partnership with PetroVietnam, the Vietnamese state national company, and had notbeen exploited. After delicate negotiations, BP succeeded in 1992 in acquiring a shareof this venture and assuming operational responsibility for its development. Significant
discoveries were made in 1993 in Nam Con Son at the Lan Tay and Lan Do gas fields6.
The total investment in that project was to total US$1.3 billion, and become the largest

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single foreign investment in Vietnam. However negotiations took more than ten years toconclude, with the final contract only signed in December 2000, so it was not until
November 2002 that the first gas was delivered through an underwater pipeline to the
Phu My 1 and 2 power stations in Ba Ria-Vung Tau province and from March 2004 to
Phu My 3 a BOT7 power station jointly owned by BP, Sembcorp (Singapore), andKyushu Electric/Sojitz (Japan), with one-third share each. Further gas discoveries in the
Nam Con Son basin at Hai Thach and Moc Tinh had yet to be developed.
BP had two downstream manufacturing and marketing lubricant operations,joint ventures with state-owned Vietnamese partners; BP Petco with Petrolimex, andwith Saigon Petro through Castrol, which BP had acquired in 2001. In 1998 BP Petco
had expanded its operations with an LPG bottling plant at Nha Be near Ho Chi MinhCity.
Early Days
"In 1991 Hanoi was very strange, there were not many foreigners around, and everyone
assumed you were Russian. One large company with which we did business had very
few resources and I actually brought in a copying machine for them. They set up a
special room for it and a man set up a bed beside it, it was so valuable."
Mike Yeldham, first BP representative in Hanoi
BP had arrived in Vietnam with great expectations. Mike Yeldham had spent
two years in China in the early 80s, and after a spell in London, had moved to Bangkok
responsible for developing new exploration opportunities in the Asia Pacific region. As
Vietnam opened up he started to visit regularly and then in May 1991 moved to take up
residence in Hanoi. His role was not technical: "I took the view that London had put methere to get on with the job of creating the public image of BP in Vietnam, also ofcourse developing the oil business, but the two go together. In addition to budgets forthe business itself I had a budget for doing all the non-business things; I was expected to
do something positive under the heading of something like Government and Public
Affairs. Within the culture of BP at the time that was part of my role, and it was clearthat funds would be set aside for it".
From the outset Yeldham set himself the task of determining how BP could
embed itself in Vietnam. At this early stage, BP's main objective was to lay the basis for
future activities, building a reputation as a company committed to Vietnam for the longterm. "We needed to establish our credentials as a company which was not just going totake the money and run, to dig a few holes and go if they were unsuccessful or go justfor the profit." Relationships had to be established with the various stakeholders in'official' Vietnam; the People's Committees8; the Government, and the state oil company
PetroVietnam, which was part of it and effectively the Oil Ministry. There were highexpectations of oil resources for export and to fuel Vietnam's nascent economy(although the absence of a domestic refinery meant that downstream oils and fuels

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BP in Vietnam: Social Involvement, an Evolution
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would still have to be imported). An obvious area of urgent need was English language
education9. Yeldham felt that, as a predominantly British company at that time, this wasan appropriate field in which BP could contribute. Just before he left Bangkok for
Hanoi he was visited by a representative of UCLES 10 who had established training
programmes in Thailand for teachers of English. Yeldham agreed to sponsor six
Vietnamese in the programme but with a condition: ""I said we would do it just once
and would then want feedback, not only from UCLES but from the teachers. After thecourse was over I would go to Thailand for the closing ceremony and talk to them". At
the ceremony Yeldham met a Thai who was promoting the BBC in Southeast Asia, andthat led to BP's sponsorship of a programme in Vietnam involving Vietnam TV, theBBC, UCLES, and the Hanoi Foreign Trade University. This suited BP's intentions
very well, providing education while establishing that BP was a good company, helping
with the development of the economy.
Other educational commitments followed, including World Bank scholarships
for Vietnamese students to attend UK universities, for which BP provided matchingfunds. The first students went to Manchester University. Yeldham would visit themwhen he went home on leave: "I would ask the families if there were anything not too
heavy I could take for them, and I would end up delivering Chinese medicines andthings like that". The programmes were administered by Mr Vu Tat Boi11, General
Director in the Office of the Government in Hanoi12.
Further educational sponsorship included scholarships to Leeds University in theUK; senior Vietnamese managers in INSEAD programmes in Vietnam; and a business
management course in Danang named in memory of Marcel Loos who had firstinvestigated the potential of the Danang gas field13 but had since died of cancer.
Yeldham's emphasis on close involvement with the teachers' programme wastypical of his view of BP's social activity. He said: "One thing I always said to Mr Boi,and anybody else, and it was said in the nicest possible way, was that we were not justwriting cheques". Yeldham could recall only one project in which BP's involvement
had consisted solely of a monetary donation; a US$300,000 gift of equipment to a
provincial hospital, Yeldham said: "We ordered and paid for the equipment but wenever heard anything more about it, so we didn't think it was a terribly good idea."
Save the Children USA was also trying to establish an activity in Vietnam in
1991. John Browne, the chairman of BP, had known the NGO14 in the USA and was
keen to help. After learning more about the programme BP Hanoi extended financial
support, and by 2003 the cumulative contribution had amounted to $1.6 million. Save
the Children did not give money but looked for ways of helping communities which
would be sustainable and grow and could be taught to other people. The Vietnamese
authorities were initially suspicious and allowed only six months for them to produce
results. The project was very successful in pioneering an approach the NGO termed"positive deviance"15 which has now been applied in several other countries. Jerry
Sternin, the initiator of the Vietnam programme said: "Maybe the problem is that you

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Miles Dodd

can't import change from the outside in. Instead, you have to find small, successful but'deviant' practices that are already working in the community and amplify them".
Yeldham again emphasised the importance of involvement: "Whatever we did, wealways used to say, we're coming to see you, and we're going to follow it up. With Save
the Children, we always went to the communes where the project was operating andthen sat down with the families. It was partly because I wanted to be sure that themoney handed over was put to good use, and partly out of genuine interest to get toknow Vietnam and to enhance the whole thing".
Meanwhile BP had started advertising its lubricants, showing itself for the firsttime to the Vietnamese public. The TV advertisement featured a Boeing 747 landing at
a BP service station while a voice declared "BP liên tục phát triến ờ Việt Nam ([BP] on
the move in Vietnam)" - this was thought especially appropriate for Vietnam at the time.
It became a popular toast at restaurants amongst people quite unconnected with BP.
BP made a point of never yielding to demands for unofficial funds; however
they did from time to time donate items of practical value. On one occasion when acontract was to be signed, the authority concerned pointed out to BP that there were noheaters in the room, and with VIPs attending the ceremony: "we wondered if you would
like to assist us to install a couple of heaters". BP did so.
Efforts to conclude the gas exploitation contract were protracted. However at an
early stage when BP's involvement in Nam Con Son was under discussion, Yeldham
found himself at a pivotal point in the negotiations. As he put it: "Neither PetroVietnam
nor Petrolimex can sign contracts without government agreement, there are a number ofdifferent stakeholders in the decision making process. The best you can do as abusinessman, even if you are investing large sums of money, is to get to know the rightpeople. At the time, hundreds of companies were approaching PetroVietnam. The
question to us was: 'what is your corporate personality, what are you offering Vietnam?'
Personality creation and building trust are essential."
So at this critical stage Yeldham told PetroVietnam that while they may notrealise what BP had done in the community, he would like them to speak to Mr Vu Tat
Boi who knew something about it. "So I went to Mr Boi and said: 'I need your help here,
I know this deal is not in your gift, but I would like to call in some favours here to theextent that you can'. Some time in 1992 I went to a meeting at which Mr Boi had
produced some other people whom I had never met before, and he explained to them
what we were doing in the country. I was not saying 'look at all the money we havespent', we needed to get across to the stakeholders that we were the 'right sort of people'
and they were able to appreciate what we had done. We were finally told 'the fruit on
the tree is ripening' and in June 1992 realised that we had cleared that critical firstbarrier on the long road to final success."
By the time Yeldham left Vietnam in 1995 PetroVietnam had become very
knowledgeable, they were much bigger, had learned a lot and had become 'like anyother state owned oil company'. At the same time, BP was beginning to look for some

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BP in Vietnam: Social Involvement, an Evolution
Miles Dodd

return on its activity. Although downstream lubricant sales had commenced, the crucial
gas negotiations dragged on. Other ministries such as Energy and Finance had become
involved, complicating the situation and it was not until 2002 that the gas finally started
flowing.
BP's Involvement in Social Projects in Vietnam
Over the years since it first entered Vietnam, BP had been involved in manysocial projects and had invested well over $6 million in them. Initially, before its own
operations really got under way, projects were based upon a generally perceived needwith a focus on Education; Health Safety and the Environment; and Poverty Alleviation.
However as the businesses expanded a growing focus developed on areas
geographically or sectorally related to BP's own activities.
The department of Government and Public Affairs in BP Hanoi reviewed themany applications for support that BP received then short listed them after consulting
staff, and compiled a budget for social involvement, including recommendations forfunding ongoing activities. The final decision was taken by the management committee.
Flora and Fauna International (FFI)16, Cat Ba project
Martin Hollands at FFI headquarters in Cambridge, UK said that FFI had been
keen to help companies move from the idea of simple corporate philanthropy to soundlong term business investment fitting John Browne's philosophy, that long term
profitability is based on environmental and social responsibility. He suggested: "If you
are trying to show your commitment to the country it might be interesting for you to get
involved in projects which may be high priorities for the government and not only inthings near to your operations".
The island of Cat Ba in Ha Long Bay17 was famous for wild natural beauty, andalso for its distinctive honey. It was a poor area, and hunters had often illegally entered
the forest to search for honey which they could sell to tourists. They sometimes started
fires, which often spread, to scare off the bees. The island was also the habitation for
the Cat Ba langur, one of the world's rarest primates, and the destruction of the forest
was a direct and immediate threat to them.
From 2001 FFI initiated a project in bee-keeping and other education for the
local people so as to discourage them from raiding the forest. From 2001 to 2003 BP
was the principal donor, contributing a total of $210,000 to fund the project. Althoughhoney production was still very small it more than tripled as a result of this initiative
which was strongly supported by the official Ha Long Management department.
Jady Smith, FFI project manager in Hanoi for coastal diversity, had welcomed
the funding commitment this had promised. "I think it's significant that BP's money isactually doing something positive and its definitely social investment because there is
no doubt that they would get more money if they just dropped the money into their

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Miles Dodd

marketing department. To get that continuity of funding we would need a whole
department just for donor liaison, and as a conservation organisation we really don't
have that access". However FFI's plan to obtain matching funds to effectively double
BP's contribution had not succeeded, and this had resulted in a shortfall and aconsequent curtailment of the original scope of the project.
Martin Hollands felt that starting and not finishing a project was worse than notstarting it at all: "If you are pump-priming and overcoming the problem of start up costs
that's OK, but to put the funding in at the beginning, and for the project not to succeed
later through lack of support would be particularly damaging.
Cat Ba was BP's second partnership in Vietnam with FFI. Between 1996 and2001 the company contributed $400,000 to the Cuc Phuong national park conservation
project which had been handed over to a local NGO well trained by FFI to do the job.
Save The Children US (STC)18
It was only since the mid-1990s that the NGO concept had become accepted in
Vietnam19. The official stance until then had been that everything must be governed by
the state: indeed the very term Non-Governmental Organisation was deemed to bereactionary; "non"-governmental was interpreted to mean "anti" government. In 1991
STC had therefore found it difficult to obtain permission to operate in Vietnam, notleast because it was American.
The initial target was to deal with malnutrition; at the start of the programme in1991 that scourge was running in Vietnam at 50% of children under 5 years old. The
programme gradually expanded to cover pregnancy care and from 1998, micro-financeand education. BP initially provided 80% of STC's funding at between $100, 000 and$120,000 per year. This had declined to around $70,000 by 2003.
Doan Anh Tuan, responsible for micro finance for STC in Vietnam andMyanmar, commented: "Most donors extend funds for a specific project, but BP gives
us flexibility, creating the opportunity for us to pilot different approaches andprogrammes. In business terms you could say that we use this for R&D purposes which
we are not allowed to do with other grants".
STC had a staff exchange programme with BP in Vietnam where staff spent a
few days in each other's organisation. On one occasion BP arranged a staff retreat, partof which included a visit to a BP funded STC programme at Sapa in the remote northwest of the country. On another occasion Tuan had been invited to address a BP
regional meeting to share his experience of the Vietnam project with the participants.
Tuan commented: "BP is now no longer the largest donor in our portfolio, but
we always appreciate BP's contribution the most, particularly the way we work together.
We share expectations and are very transparent and clear about them".

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Danang University - The Marcel Loos Memorial Business Course
This programme for students about to enter the business world started in 1994 aspart of Danang University, and ran five 17 month sessions under the dedicatedinstruction of a Filipino, Victor San Gil, who taught almost the entire programme andacted as guide and mentor to the students.
While Hanoi and Ho Chi Minh City have a number of business training
programmes, there was little on offer in Danang, Vietnam's third city and capital of thecentral region. The Marcel Loos programme had filled that gap. Graduates of the
programme had established a reputation for excellence, an executive in an employing
company in Ho Chi Minh City said: "they have such good basic skills that we can use
them immediately".
BP had always made it clear that its investment was not open-ended, but themessage had perhaps never been delivered bluntly, and when the time came to
substantially reduce its contribution it was a shock to those running the course. There
was consternation and sadness as it could no longer continue in its original form.
Alumni of the course still kept in touch with San Gil who had returned to Manila
at the end of 2003, but the programme had come to an end, and it was not clear what
would replace it.
Helmets for Kids - Asia Injury Prevention Foundation (AIPF)
In Vietnam the motorbike is used as a conveyance for the entire family. A law
had been passed in 1993 decreeing that helmets should be worn by motorcycle riders in
Vietnam, but had been widely ignored and accidents and injuries were increasing at an
alarming rate. Helmets were too hard, too heavy, and too inconvenient and were dubbed'helmet rice cookers'.
Greig Craft had been a successful businessman in Vietnam when in 1999.
Alarmed at the incidence of road accidents and deaths, he had created the AIPF
foundation together with Do Tu Anh. The aim of the foundation was to promote the useof helmets for the many Vietnamese who had come to rely on motorbikes for their mainmeans of transportation. AIPF strategy was to introduce the helmets through the schools,
targeting children. Not only would the children learn to accept that helmets might be'cool', but they would take the safety message back to their families.
It was hard to attract support and Craft committed all his assets to the AIPF
cause. In addition to initial indifference, they had to overcome basic consumer
resistance to the wearing of helmets. To improve the design and image, AIPF consulted
a US firm producing equestrian helmets and together they designed a light comfortablehelmet which did not seriously impede vision, and was well ventilated.
An official National Traffic Safety Committee had been established on a crossministry basis, but was not very well organised at first, however AIPF persisted andsoon drew official support. Anh commented: "A lot of people complain about their

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Miles Dodd

Vietnamese partners, but we never have. We've had lots of arguments on the way, but
the committee has been very co-operative".
Initial funding for AIPF was provided by an anonymous US philanthropist. He
promised a million dollars if AIPF could raise matching funds. In April 2001 AIPF
contacted BP who decided to put up $250,000. It was a natural cause for BP . Road
safety was an integral part of the BP company culture in Vietnam. Le Phuong Phuong
was External Relations and Brand Marketing Manager at BP Petco. She recounted that a
BP staff member was pulled over by the police for a routine check. He didn't have hislicence but produced his ID card showing that he worked for BP. The policeman said:"If you work for BP, where is your helmet? You're breaching your company policy".
John Kilgour would frequently hold safety briefings and workshops when outsidecontractors came to work on BP Petco or Castrol premises. Castrol had a close global
relationship with Honda, and together the two companies went to the Ho Chi Minh
People's Committee and organised a programme over 12 months educating 30,000
young people in the care and handling of motorbikes.
BP was particularly attracted by AIPF's plan to build a factory to manufacture
the helmets, this meant that the project aimed to be self-sustaining, and even profit
making, from the outset. The factory was completed in March 2002. Annual
production of 130,000 helmets was achieved and AIPF was hoping to increase that to200,000 in future.
Anh said: "BP take a very active personal interest and put in a lot of time andeffort which runs throughout the organisation". John Kilgour, head of Castrol andpreviously of BP Petco (although owned by BP the two companies retain their separate
identities in Vietnam) said: "Road accidents are one of the greatest social problems
confronting Vietnam. 4% of the total GDP is spent on accident victims. It has a hugeeconomic and emotional impact on people. AIPF involvement was exactly the rightthing for us to do, going back to the original social investment strategy that
improvement comes through engagement and investment. It was not just about
donating funds, but it was getting involved in the schools. So far we have donated over
100,000 helmets through 45 different schools. I'm on the board of directors of AIPF
representing BP. I have to say that I feel quite passionate about protecting the lives ofthe young children of Vietnam. Over the next year we will put one million children
through a road safety education programme - it really is all about education".
There was a monitoring programme to test any helmets involved in an accident,
so AIPF knew exactly how many people had been involved in accidents and thecircumstances. Kilgour considered this an important part of the project review process.
AIPF helmets might be given away under corporate sponsorship or soldcommercially. If they made a profit, the funds would be reinvested in other safety
campaigns.
BP did not put its logo on helmets unless the company itself was donating them,
AIPF promoted its own "Protec" label. BP also recruited other companies such as TNT.

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Miles Dodd

The helmet was produced in TNT colours with a small logo on the back, and TNT then'adopted' a school and developed a relationship between its staff and the school children.
AIPF had won support from one of the major motorcycle manufacturers in
Vietnam, but had been disappointed when it declined to give away 1,000 helmets with
newly purchased machines, preferring to concentrate its efforts on government lobbying.
In 2003 the "Helmets for Kids" project was a finalist in the BP Helios20 Awards
ceremony conducted in London. The BP Helios Awards is a competition for social
projects in London (there were 1,778 entries) and the scheme served as a model for
similar programmes being considered in Malaysia, the United Arab Emirates, China,
and India.
Sy Hai Solar Project
BP Solar started operations in Vietnam in 1993. A wide variety of installations
had been undertaken providing power for telecommunications, and other rural powersources. The Disaster Management communication network in the Mekong delta andlighting and refrigeration systems on Con Dao island were provided as part of BP'ssocial investment.
BP contributed equipment worth $120,000 to a pilot project designed to provide
power to a remote Vietnamese hill community of 300 people at Sy Hai in Cao Bangprovince co-operating with the UNDP21 and the Vietnamese Ministry of Agriculture andRural Development. The purpose of BP's involvement was to provide modern energy
services, not just solar panels. That meant lighting so that people could continue
working in the evenings; TV and video for the school; and pumps to tap the water downin the limestone, whereas before the community had to rely on collected rain water.
The project had been designed to pave the way for a $10 to $15 million Spanish aid
project to provide power to similar remote communities on which BP would make aprofit. Tran Thi Minh Nga, BP's associate director told of the excitement and thrill she
felt in the community when the power was switched on for the first time.
For BP this model combining business objectives and social initiatives
represented exactly the way in which the company wanted to move forward.
BP, British Government Chevening Scholarships
These prestigious scholarships, funded by the British Foreign andCommonwealth Office and administered by the British Council, were supported in
Vietnam by BP and other sponsors to enable outstanding young Vietnamese to study in
the United Kingdom. The total BP investment in the project by 2003 had amounted to$370,000.
BP Street Vision
BP staff played a major part in many activities in the communities in which thecompanies operated. The company photographic club coached young children from theDoshisha Business Case 05-02

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Miles Dodd

streets of Ho Chi Minh City in the art of photography with remarkable results. In 1998
Truong Ngoc Lam had been in a children's shelter in Ho Chi Minh City, three years
later she was in Switzerland, hosting an exhibition of her award winning photographs.
She had then returned to work as a photography teacher for Street Vision in Ho Chi
Minh City. Graduates from the programme worked in Ho Chi Minh City photolaboratories; others had found work as photographers in their home towns. This activity
was co-ordinated with the Ho Chi Minh City Child Welfare Foundation.
Operation Smile22
In Operation Smile, co-sponsored in Vietnam by BP, about 60 BP staff
volunteers attended to comfort and help the many children being prepared for operations
to repair cleft lips, cleft palates, and other malformations by a medical team of 40
volunteers. Many were the victims of Agent Orange23. There are many potential
patients and not all could be treated. Vo Nhu Quynh in BP Ho Chi Minh City, one ofthe volunteers: "Many of the children had been abandoned at birth by their parents.
Working with the medical team was the greatest experience I ever had; they were very
skilful, very professional, and very funny! I wished I had joined the mission sooner".
Fun Runs, Cyclo Races
BP staff regularly joined in activities such as Fun Runs, in aid of Operation
Smile or Cyclo24 Races (BP won the gold in the 2003 Challenge Race) in aid of the
Saigon Children's Charity organised by foreign companies and diplomaticestablishments.
Matching Funds
BP head office matched the donations, time spent, or fund raising efforts of
employee volunteers with monetary donations to the activities involved, these were not
restricted to BP sponsored projects.
Social Involvement Focus: BP's Communities in Vietnam - Ba Ria Vung
Tau, Nha Be, and Cat Lai
Mike Yeldham had pinpointed a central issue of social involvement: "do you go
to where your activities are and try to influence the People's Committees, or do you
show how philanthropic you are and go out into the sticks where nobody cares where
the money comes from?"
Graham Baxter, Vice-president Corporate Responsibility at BP's London
headquarters summarised the company's policy:"We've moved on from the concept of philanthropy, and now see that what
we do in the area of social investment should ideally be linked to our normal

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BP in Vietnam: Social Involvement, an Evolution
Miles Doddbusiness activity. Let me give you an example from Azerbaijan. There is adesperate need for business development in post-Soviet Azerbaijan; it's asocial need and national priority. For us as a business operating in theregion it is hugely beneficial if we can take advantage of local businesssupply options so we are building an enterprise centre. It is a much sounderbasis for all concerned if our social investment is something our immediatestakeholders benefit from directly because we are going to keep doing it.
However if there is a major humanitarian need in an area where we are
involved, such as the recent Algerian earthquake25, we will step in. Again,
we operate in Angola where there is a huge mine-clearance problem up
country. We have made a contribution to that campaign, but our operations
are in Luanda, where many people have migrated, and there is a massive
educational problem there and that is where we focus our efforts. It's just to
say that generically we're trying to shape our focus in the direction ofbusiness connectivity."
An important issue was the question of secondary and even tertiary impacts ofinvestments, particularly for energy companies; population shift; economic distortion;
the impact on society. Where did the company's responsibility and the government's
responsibility begin and end? BP's investments in Vietnam could not fail to have an
impact throughout the economy, so how far did Baxter's notion of 'businessconnectivity' extend? As Hollands of FFI put it: "Do you just say 'it's up to thegovernment; this is written into our contract with them', or do you need to be a little bit
more proactive and see how to manage some of those investments yourself so that you
are comfortable with them?" In 2001 Steve Walker, then Associate President of BP
Exploration issued guidelines which reflected the need for such a balance (Appendix I)
John Kilgour, President of Castrol: "If we get a request for social investment it'seither going to be centred pretty close to where our plant is or where our staff can get
engaged in it".
BP's main upstream on-shore activities are located in the province of Ba Ria Vung
Tau, with the BP Petco plant at Nha Be and the Castrol plant at Cat Lai, both in theoutskirts of Ho Chi Minh City. BP's largest single social contribution in Vietnam istherefore directly into the communities in which it operates. Whereas in the case of'national' projects international NGOs might be involved, the emphasis here is on local
NGOs and communities.
Do Ba Canh was in charge of operations for the entire Nam Con Son pipeline
project. He and his wife were American 'Viet Kieu'26 having left the country in theearly 1980s as 'boat people'. He now found himself working only a few kilometres fromhis birthplace. The final stages of contract negotiations were still in progress when hearrived at BP in Vietnam, so he spent most of his time in the area visiting stakeholders
most directly affected by the pipeline operation, Ba Ria Vung Tau. The community was

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very close-knit and proud of its record during the American war. As a Vietnamese who
had gone to the US, Canh had to prove himself: "I spent a lot of time in the early days in
Vung Tau, mainly to develop relationships and to establish a base. I visited the People's
Committee, the party chiefs and department heads at various levels in the organisations
concerned throughout the community. I had to go through this period when they werekind of asking 'what is this person going to do; what is his agenda?' Once we had
passed through that they took me in as one of their own and we were able to overcome alot of difficult issues with them."
Hugh Sykes, previously Commercial Team Leader at BP in Vietnam remembered:"Community projects were in Ba Ria Vung Tau, BP's main operation base. We werevery active with the community in this province. It was always a pleasure to get
involved in our work there, I was lucky enough to do so on numerous occasions. My
understanding of BP's involvement was quite clear. We are not a charity. We getinvolved in a focused way. We believe that providing such support will assist in
developing our business here, it is what a responsible long-term member of Vietnam's
economy can do to the mutual benefit of all."Environmental and human issues were inevitably raised by the construction of thegas pipeline. The landfall was amongst beautiful sand dunes. It was in fact the second
pipeline to come ashore in the area. The first, carrying gas (which had previously been
burned off) from the Vietsovpetro Bach Ho project, destroyed the dunes, they were
simply dug up. BP felt it essential to restore the dunes affected by the Nam Con Sonpipeline, especially since tourism was so important in the area, and so it initiated thefirst dune restoration project in Vietnam. Mary Shafer-Malicki, Director General of BP
Exploration in Vietnam: "We talked to PetroVietnam and the provincial governmentand said that we saw this as part of the 'cost of doing business'. It was a kind of 'chicken
and egg' thing. When we started discussing our ideas they said 'Yes, you should do that'
but they had never required it before. We told them: 'our policy is to abide by our own
environmental standards. You may have your own standards, but if they are lower thanours, we will go beyond them'; that is what BP does".
Le Phuong Phuong of BP Petco succinctly explained her view of the company's
policy of involvement with the community beyond immediate customers. "1. Coordination with the government at all levels is essential, we offer in response to needs:'The mother feeds only when the baby cries'. 2. The way we give is more important
than what we give. 3. Social investment is neither charity nor advertising. We present
our brand through projects and leverage it through positive media coverage. 4. We do
not compete with other sponsors; we join them (although if there are other oilcompanies we need to be the leader). 5. We must be creative and find better ways tohelp regardless how small a project might be. 6. We must always be transparent and set
an example through our own personal interest and participation".

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Staff Involvement
There are some 730 staff in BP Vietnam, 350 in Exploration, 190 in BP Petco,and 170 in Castrol, but only 20 in Hanoi so the number of staff involved in social
activities is much greater in the South.
In many cases volunteers from BP are directly involved in community activities.
The BP Vietnam in-house magazine "Helios" regularly reports a multiplicity of small
and large projects supported by the company and their staff; a gift of $500,000 to thehospital in Ba Ria; BP volunteers painting the gates and walls of a BP fundedkindergarten; BP Petco donating eighty water tanks to a rural community; volunteers
helping at a Deaf and Dumb school provided by BP initially housing 100 children, withan eventual capacity for 300; traffic safety education programmes with donations of
AIPF helmets through schools; motorbike safety instruction; BP staff participating in
Operation Smile, or in the BP Street Vision project, and many others. So it is not justmoney that is involved: Nguyen Khoa My, External Relations Co-ordinator of BP Petcoin Ho Chi Minh City: "'Investment plus Involvement equals Development' - it's a veryclear formula. Just put the money in there, just walk away: it doesn't work. You just go
in there, join the local people, and then it works."
Several staff members commented on their involvement. Ngo Thi Hoan Hao,now based in Hanoi, had spent some time at BP's head office in the south, frequently
meeting local communities around the Dinh Co terminal, visiting schools, distributing
helmets, clothes and other things: "We would let the other staff know what we were
doing and our colleagues would join in, making donations, accompanying the children
on trips we arranged. One place I often visited was a school totally funded by BP near
the gas terminal. What I like about such activities in BP is that there is a lot of internal
assurance; our social activities must be completely transparent. It is never easy to deal
with the authorities, but at least we have a very clear approach and it works well."
Vo Thu Hoai, Public Affairs co-ordinator in Hanoi thought that the involvementof staff was simply embedded in the company culture, it was never mentioned explicitly,
and there was never any pressure on staff to take part. However events would be widely
publicised and participation invited: "I was so surprised to see the long list of volunteers
for Operation Smile for our children in Vung Tau, even our Director General, Mary
Shafer-Malicki, had made time to be there and help".
John Kilgour at Castrol was clear about staff involvement: "You have to engage
staff in the social activity but you cannot come in and push things on people. You needto engage them in the process so they take ownership and if they won't take ownership,
you've lost them".
Doan Anh Tuan at Save the Children: "Our partnership with BP is more thangiving and receiving. It is not only Hoai, who visits our programme, but other staff
members".

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At FFI Jady Smith said, "We had a trip to Cat Ba for journalists and lots of BP
staff came along. They were really interested and animated. They said: 'Let us havethese jars of honey and we'll sell them to all the BP staff'. When you have the staff of a
big company engaged like that it takes it to a different level".
Team building is an important activity in BP in Vietnam and often involves
some social activity. Vo Nhu Quynh: "Our team went to Danang in October for teambuilding; we went to the blind school and gave them gifts, tapes, clothes, and Braillebooks.
The Don Xa27 project had nothing to do with BP officially. An employee of BP
in Belgium, Roby Bauweraerts, had visited Vietnam privately, and was moved to start a
project fostering children in Vietnam. His first attempt was taken over by an NGO andhe realised that, if he were to succeed in the way he wished to achieve his goals, he had
to control the project directly himself. He broadened the scope to cover a number ofcritical issues arising initially in one small community near Hanoi, Don Xa. At thispoint he recognised the need for assistance on the ground in Vietnam since he himself
was based in Belgium for most of the year. He sent an e-mail to BP in Hanoi where infact he knew no-one, inviting help. It was circulated and several staff responded, andbecame fully involved. Chu Kim Hoa told of her involvement: "I went to Coloa tendays ago; it was the inauguration ceremony of a hostel for disabled children, built with
our efforts, providing facilities and finding the resources for it. Belgian members remit
money here and we work directly with the commune to follow up the project, doing
everything necessary to support it. We also have the foster children programme. We
ask the commune to make a list of very poor children with some special condition,
perhaps very poor, or very talented, telling us about their family and current
circumstances. We then send the details to the Belgians, we have a database, and theBelgian members then look for foster parents. So money comes to help and we build therelationship between the children and the foster family through letters, we translatethem from Vietnamese to English and vice versa. Ngo Thi Hoan Hao said that BP
people sometimes took their husbands and families to Don Xa at the weekends. Her
husband, an architect, had helped to review the building plans for the school fordisabled children.
Transfer of Technology and Expertise
As part of its commitment to the country, BP in Vietnam steadily transferredtechnology and expertise to its Vietnamese employees, partners, and contractors. This
was not confined to oil related matters, but included business skills and management,social involvement and health and safety issues.
Mike Yeldham related how in the early years Vietnamese companies would
come along quite unofficially and ask for a teach-in on such things as letters of credit,
contract clauses, FOB, CIF etc. which were new to them.

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Do Tu Anh at the Asia Injury Prevention Foundation said, "The people whocame from BP earlier this year to help us audit our policies and control procedures wereso proud to be in BP, not as a product, but as a company, and I think that is part ofbuilding a successful organisation. It's useful for us; we are a new organisation and I'musing a lot of BP's model and inspiration to build the staff around us".
Both Vietnamese and expatriate BP staff are actively involved in passing on
expertise to others in Vietnam. Jady Smith at FFI commented: "Hung and Hoai at BP
really know the media. Our media person has worked directly with them all the time;
his capacity has increased quickly because he has seen how professionals do it". BP
had also held media training for their colleague company PetroVietnam Gas Company,
and a variety of similar courses on safety and other issues.
Mary Shafer-Malicki emphasised: "Based on the feedback I get my feeling isthat the value BP brings to the government and the SOEs28 is as much the technology,
the way we do things, as the social activity. An important part of this is raising
standards overall and establishing some Vietnamese technical credibility. Some of thebetter SOEs are already looking beyond their own borders, and we can help them."
The traffic was not all one way. Mary Shafer-Malicki again: "Pham Thanh Van
is our HR manager. I asked her if she had ever realised how much she is changing BP,
and she was really surprised. She is on the regional leadership team, and is very highly
thought of in exploration and production, which means globally. She had never thoughtof herself as changing things anywhere else than in Vietnam".
Localisation
Mike Yeldham stressed the need for staff localisation as an element of thecompany's responsibility. In a country like Vietnam it was essential to have outstanding
Vietnamese staff able to understand and interpret for the company the workings ofVietnamese official and business-related society. Cost considerations were also critical;
it was much more expensive to keep expatriate staff in Vietnam. The transience of
expatriate managers inevitably resulted in constant change, affecting both the internalambience and relationships with important contacts. To help staff grow into new
positions there were many internal BP training programmes, from the Asian Leadershipdevelopment programme for future leaders to specialised technical programmes.
Many women are in responsible positions throughout BP Vietnam. In 2004 twoof the four top executives were women. Mary Shafer-Malicki, the head of BP
Exploration, was a chemical engineer. She had come to Vietnam from Oklahoma via
various positions in the US with Amoco, President of Amoco/BP Netherlands, andBusiness Unit Manager for BP's Central North Sea assets, "I'm not American, I'm BP",she said.
Tran Thi Minh Nga, Associate President in Hanoi remembers a discussion with
Mike Yeldham in the early days: "We were speaking very openly and I remember

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saying, 'I'm Vietnamese and it may be difficult for me to reach a position of highresponsibility'. We talked for some time about this and I came away with a feeling ofconfidence and empowerment". Yeldham recalled the time when the office consisted ofjust himself and two women, Nga and Trinh: "I would take them to significant meetingsand say to everyone 'anything they say to you in my absence is BP saying it and I will
support anything they say to you'". From the outset they were valuable and trusted BP
people. A group of Japanese executives visiting BP in Hanoi was astounded to hear thatNga was the head of the BP Hanoi organisation, especially when a mature American
employee called her 'my boss'.
The "Helios" magazine of June 2003 has a photograph of BP Petco's
Performance Team undertaking research at the Nha Be lubricants plant; all six are
women. The same issue features Chu Thi Phuong Lan, she was the Process Engineer
responsible for the vital task of monitoring the flow of gas in the Nam Con Son pipeline.
Mary Shafer-Malicki saw it as just a matter of time before a Vietnamese BP'global' leader would emerge. She saw a need to persuade staff to look beyond theirown specialised role, noting in some a lack of confidence and reluctance to take risks.
"In the US or UK people tend to say, give me the job and I'll figure it out whereas in
Vietnam the reaction might be 'get me the education and I will then see if I can do thejob after that'." The problem may be for local staff to become known through the global
BP organisation, and for they themselves to get to know BP. For Minh Nga and ourother local staff I try to be the link into BP".
Publicising Social Investment
There were differing views within BP in Vietnam about the extent to whichsocial activities should be advertised. It was clear that there were two different
audiences. Upstream, BP Exploration had no clear consumer market and saw as its
audience the government, of which PetroVietnam was a part, and the officials andcommunities in which it operated. In this context the view was that there was no needto 'shout from the rooftops'. Indeed one expatriate observed: "Vietnamese culture does
not respect 'blowing your own trumpet'".
Martin Hollands at FFI shared that view: "To be seen to be trying to brand a
project too blatantly would actually not be particularly good. We have similar issues inthat some international NGOs will want to plant a very large flag of their own on
projects. We try not to do that because we see that we are there to support in-country
partners, whether or not it’s government or a local NGO, and it actually weakens theirposition if, when we have supported their project, we are waving an FFI flag around".
Do Tu Anh at AIPF expressed her opinion: "BP has two businesses. For theretail its name is already out there, and the company is really pushy on the commercial
side, but for the upstream 'B2B' I think BP benefits from being a really classy

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organisation, not pushy. People look at BP's road safety activities as a whole, not as a
fragmented programme and they respect BP for that, and over time it makes BP's voicein this country very heavy".
An independent survey of BP's social policy impact on its various stakeholders
had suggested that many were unaware of the fact that BP had, for example spent$400,000 on flood prevention in the Mekong Delta, or had invested in Save theChildren or in Cuc Phuong, or elsewhere. There were some in the organisation who feltthat this was not right, while others argued that it was acknowledged as such by theimportant local and national authorities and was all part of BP's good citizenship. The
company's move to concentrate its social efforts in the areas in which it was mostclosely involved was perhaps a response to the survey findings. However it had also
coincided with the opening up of actual operations by the upstream group in the Ba Ria
Vung Tau area.
BP social involvement projects in Vietnam will in future be closely related to thebusiness activities and the stakeholders most nearly affected by it, a policy reflecting
Graham Baxter's exposition of BP's group policy. Vo Thu Hoai summarised it: "Someyears ago we were quite shy and modest. I don't know why, the feeling was that it was
cynical to talk about our contribution. Today we think we must make a greater effort tolink our social activities into our communication and PR programmes".
Mary Shafer-Malicki put it this way: "What I can say to an investor is 'I can bea force for good, I can be attractive to countries that want me there because I am goingto look after their environment. I am going to look after the people who want to workfor your company and, by the way, on top of that I am also actually going to give you agood return on your invested dollar.' You can only prove it by your actions".
©Miles Dodd 2004

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Appendix I
Social Investment Focus in Vietnam 2001
BP Viet Nam aspires to be the No 1 foreign investor in Viet Nam in terms of contribution to theVietnamese economy, technology transfer, and being regarded as the preferred partner for future
investment in energy provision and distribution in Viet Nam. Social Investment plays animportant role in the achievement of these aspirations
Social investment is most effective where it facilitates the achievement of priority community
needs in an area where BP operations have direct impact and where the focus of such support ison projects that will create sustainable improvements and self-reliance.
Due to the breadth and significance of BP operations in Vietnam, BP will from time to time also
undertake projects at National or Regional level. Such projects will aim to emphasize BP'scommitment to highest HSE (Health, Safety, and Environment) ethical and business standards
and will be consistent with BP Brand values.
At the local level, priorities will differ from one area to another. However there are certain
areas of focus that are likely to be common throughout Viet Nam. This is largely as a result of
the needs of society at the current stage of development of the country. For this reason, we
would like all assets to give due consideration to the following areas of focus in their
discussions with local communities and to take them into account when reviewing existing
projects and prior to the initiation of new projects:•

Education - focused on facilitating science, technology, and business education toprepare children and young people for employment and to enable them to contributestrongly to the rapidly developing Vietnamese economy; also a focus on the educationof disadvantaged children.

•

HSE - focused on road safety, community HSE, forestry, marine and water
conservation programmes that make a substantive long-term improvement in quality oflife, community health and general living conditions. In addition, BP facilitates
capacity building on land care, emission control, environmental awareness, and thehandling of water related disasters.

•

Poverty Alleviation -focused on rural poverty and the achievement of improvements inagricultural productivity, small business creation and promotion, and those small
pockets of urban poverty where we operate.

The above focus will be subject to regular review and is likely to change as society develops.
All social investment projects should have as their prime aim the creation of measurable,
sustainable human progress, should have a significant level of employee involvement, andshould involve partnership with other stakeholders e.g. local authorities, local communities, andcontractors. Wherever possible, projects should also support the traditional culture of the local
people.
I commend this to you for your consideration as your social investment plans are developed.
Steve Walker
Associate President, Vietnam

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Appendix II - Map of Vietnam

Sy HaiSapa
Ha LongBay
Cat BaCuc PhuongNatl. Park

DanangBa Ria Vung Tau
Con Dao
Nam Con Son

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BP in Vietnam: Social Involvement, an Evolution
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Appendix III

Phu MyPower
ComplexDinh Co Gas
Bach Ho field
Terminal
Bach Ho (Vietsovpetro)
Pipeline

Appendix II
Social Investment Focus in Vietnam
BP Viet Nam aspires to be the No 1 foreign investor in Viet Nam in terms of contribution to theVietnamese economy, technology transfer, and being regarded as the preferred partner for future
investment in energy provision and distribution in Viet Nam. Social Investment plays animportant role in the achievement of these aspirations

Nam
Son
Social Con
investment
is most effective where it facilitates the achievement of priority community
needs in an area where BP operations have direct impact and where the focus of such support isonPipeline
projects that will create sustainable improvements and self-reliance.
Due to the breadth and significance of BP operations in Vietnam, BP will from time to time also
undertake projects at National or Regional level. Such projects will aim to emphasize BP'scommitment to highest HSE (Health, Safety, and Environment) ethical and business standards
and will be consistent with BP Brand values.
At the local level, priorities will differ from one area to another. However there are certain
areas of focus that are likely to be common throughout Viet Nam. This is largely as a result of
the needs of society at the current stage of development of the country. For this reason, we
would like all assets to give due consideration to the following areas of focus in their
discussions with local communities and to take them into account when reviewing existing
projects and prior to the initiation of new projects:•

Education - focused on facilitating science, technology, and business education toprepare children and young people for employment and to enable them to contributestrongly to the rapidly developing Vietnamese economy; also a focus on the educationof disadvantaged children.

•

HSE - focused on road safety, community HSE, forestry, marine and water
conservation programmes that make a substantive long-term improvement in quality oflife, community health and general living conditions. In addition, BP facilitates.

NAM CON SON

Lan Do – sub sea wells

Lan Tay – Dehydration/Compression/Quarters

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Notes
1

Policy of renovation
http://www.petrovietnam.com.vn/internet/Promotion.nsf/EXP2002/PROEXPIV_5.htm
describes Vietnam's oil and gas resources. Crude oil was Vietnam's largest export in2004 at $1.2 billion.
3
The Association of South-East Asian Nations: Members are Brunei, Cambodia,
Indonesia, Laos, Malaysia, Myanmar, the Philippines, Singapore, Thailand, andVietnam.
4
Downstream: gas or oil products after refining. Upstream: gas or oil before refining
5
This, and subsequent quotes are from interviews conducted in UK or Vietnam in
2003/2004.
6
See Appendix II for a map of Vietnam and Appendix III for a map of the Nam Con
Son project.
7
BOT: Build, Operate, Transfer. Phu My 3 will be handed over to Vietnamese interests
after 20 years.
8
People's Committees were the municipal authorities in the Vietnamese administrative
bureaucracy.
9
The predominant foreign languages in Vietnam until the early 1990s were Russian andGerman. Of 80 participants in a programme for top Vietnamese business persons run in
Hanoi by INSEAD in 1993, 25 participants claimed fluency in Russian, 22 in German,
15 in English, and 2 in French. (INSEAD is a major European business school).
10
University of Cambridge Local Examinations Syndicate
11
Family names (e.g. Nguyen) are written first but people are known by their given
name e.g. in this case Boi.
12
Mr Boi administered the UNDP programme VIE/543/88: "Developing a market
economy". He was responsible for a wide range of activities of which upgrading
English language capabilities was a small part. Yeldham had been recommended tomeet Mr Boi, and asked his assistant to call him: "Oh I can't", she replied, "he is in
Moscow", an indication how in Hanoi at the time everyone knew what everybody else
was doing.
13
Yeldham tells a nice story about Marcel Loos: "The Vietnamese loved him dearly.
Before we started the seismic tests off Danang Marcel went to negotiate with thefishermen's union. On the first day they produced a very sophisticated formulacalculating the losses they would incur. They filled a blackboard with complicatedfigures, and came to a figure of...........$180. They looked at it and said "No, no,something has gone wrong, we must do it again". Marcel said, "Well by all means doso, but I have another way of looking at it. Tell me if I'm wrong, but I think it goessomething like this: I've got money, and you haven't", they thought about that and said
"Yes". Then he said "You want my money and I don't want to give it to you." "Yes"they agreed. "OK", he said, "I'll come back in the morning and you write a number up
on the board, and if I like it that's OK, and if not, I'll tell you." Next morning he went inand the number on the board was less than his number so he said "Done".
14
NGO: Non-Governmental Organisation.
15
For a full exposition of this principle see: http://www.comminit.com/st2002/sld5003.html
2

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16

FFI, together with a number of other organisations (including BP) is a member of The
Energy and Biodiversity Initiative (www.TheEBI.org). Their aim: "Integrating
Biodiversity into Oil and Gas Development.
17
Ha Long Bay is probably the most celebrated tourist attraction in Vietnam. It issituated east of Hanoi, and features thousands of dramatic limestone pillars rising
directly out of the sea.
18
The various national Save The Children organisations operate independently in thefield.
19
See Joerg Wischermann "Vietnam in the Era of Doi Moi: Issue-Oriented
Organizations and Their Relationship to the Government: Asian Survey Vol XLIII,
No.6 Nov/Dec 2003, University of California Press, andhttp://www.un.org.vn/donor/civil/BeaulieuNGOreport.pdf
20'Helios' is the name the God of the sun in Greek mythology, and is BP's global logo.
21
United Nations Development Programme22
http://www.operationsmile.org
23
Agent Orange was a chemical defoliant widely used by the US during the Vietnam
War. For a graphic record see: "Agent Orange: Collateral Damage in Vietnam" byPhilip Jones Griffiths, Publ. Trolley Ltd., London 2003 and the Canadian site
http://www.hatfieldgroup.com/featured/vietnam.htm
24
Cyclo: a pedicab once omnipresent on Vietnamese streets, now largely replaced bytaxis and motorbikes
25
BP was a major contributor to the Algerian earthquake appeal
see:- http://www.reliefweb.int/library/documents/2003/ifrc/ifrc-dza-23sep.pdf
26
Viet Kieu: overseas Vietnamese. Often those whose families fled Vietnam in the late1970s and early 80s. The large majority are in the USA, Australia, and Canada.
27
http://www.donxa.be
28
SOE: State Owned Enterprise

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