put their plan back up for a vote, either every three years or if material changes i think in this case, not putting it up from the vote with the revised targets is an issue from a governance perspective. however, i do not think that that kind of necessitates shareholders directing operational strategies of the board, if that makes sense. it does. what do you say to those campaigners who say that you are only concerned, you and your clients, with helping the company and shareholders in the short term, and shareholders in the short term, and actually, bp made more than £27 billion last year, and it is backsliding on its commitments, and it is yourjob to hold their feet to the fire? it it is your “ob to hold their feet to the fire? , w ., , it is your “ob to hold their feet to the fire? , . , , the fire? it is actually the board s “ob the fire? it is actually the board s job to ensure the fire? it is actually the board s job to ensure that the fire? it is actually t
ambitious climate targets. understood. thank you very much for talking to us. a quick statement from bp: the energy transition is complex and navigating it requiresjudgment. navigating it requires judgment. we navigating it requiresjudgment. we are you the constructive challenge and engagement we continue to have a role on this topic. we took account of what we heard a head of our meeting, but we recognise some shareholders may have different perspectives on the decisions we take. these decisions are taken in good faith. we confident they are in the best interest of shareholders in the best interest of shareholders in the company. that s all from us tonight. you can get in touch at newsnight@bbc.co.uk i m back tomorrow. till then, enjoy your evening. goodnight.