The former chairman of the British energy giant BP, Albert Manifold, issued a new series of denials on Thursday about his abrupt dismissal, pushing back against what he said were \u201clies\u201d about his tenure.<\/p>\n
In a 770-word statement with his observations about BP\u2019s corporate strategy and details about office life, Mr. Manifold conceded that during his relatively short stint, he had \u201cpushed hard and challenged people.\u201d He said he had tried to \u201cset an example\u201d by eschewing chauffeur-driven limousines, private jets and other perks. On the days he spent in BP\u2019s offices, he made his own coffee and bought his own lunch, he said.<\/p>\n
BP removed Mr. Manifold<\/a> as chair on Tuesday, citing \u201cserious concerns\u201d raised to its board about \u201cgovernance, oversight and conduct issues.\u201d In his initial response, Mr. Manifold said he disputed the characterization, and would \u201cnot allow a false narrative to go unchallenged.\u201d<\/p>\n On Thursday, Mr. Manifold said he accepted the BP board\u2019s decision to remove him, but \u201cwhat I do not accept is that lies can be told about me.\u201d<\/p>\n Mr. Manifold has been described in news accounts as hard-charging and controlling in his management style. BP stood by its accusations on Thursday, saying in a statement: \u201cWe have a duty of care to all our employees, particularly those impacted by his behavior.\u201d<\/p>\n When he joined BP last year, Mr. Manifold said, he found a company that \u201clacked strategic cohesion and direction.\u201d In addressing those matters, \u201cit felt to me that my priorities were not always shared by everyone,\u201d he added.<\/p>\n He sought to cut costs and simplify operations. He also wanted to \u201cstreamline and refresh\u201d the board, pushing for a review of how it worked to \u201cimprove efficiency and effectiveness,\u201d he said.<\/p>\n Mr. Manifold addressed media reports suggesting that he acted as if he had a more hands-on executive role, calling them \u201cnonsense.\u201d This year, he said, he had spent only 13 days at BP\u2019s headquarters in London. \u201cI am a part-time nonexecutive with many other commitments,\u201d he said.<\/p>\n During his time at BP, he said, he was adamant that his behavior never crossed a line. \u201cIs it possible that in my determination to drive change on costs, performance, the balance sheet and shareholder communications, I pushed hard and challenged people directly? Yes, it is,\u201d he said. But there was a \u201cconsiderable distance\u201d between his actions and \u201cthe characterization of my conduct that is now being put about,\u201d he added.<\/p>\n \u201cIn my 40-year working career, I have never once had accusations made against me such as those made in recent days,\u201d he said.<\/p>\n BP has gone through a series of leadership changes in recent years, amid investor discontent<\/a> over its strategy and performance.<\/p>\n Mr. Manifold, the former head of a building materials company, CRH, joined the BP board on Sept. 1, and took over as chair on Oct. 1 on the promise to improve returns at the company. An ill-fated plan in 2022 to invest billions into renewable energy<\/a> and pull back on oil and natural gas<\/a> production sent the company\u2019s stock on a downward spiral, raising the ire of shareholders.<\/p>\n BP<\/a> changed its position the next year, partly because Russia\u2019s invasion of Ukraine had sent energy prices soaring.<\/p>\n