BP Removes Chairman Albert Manifold Amid Bullying Allegations BP’s boardroom has been thrust into crisis as long‑simmering complaints over leadership style erupted into a bullying scandal that cost chairman Albert Manifold his job and intensified pressure on the company’s top executives.

Early concerns and internal tensions

Tensions inside BP’s board began surfacing publicly as reports detailed an internal “boardroom ‘bullying’ scandal” tied to Manifold’s behaviour and use of personal devices, which were cited as factors in moves to remove him. The concerns centred on what colleagues described as an aggressive, overly interventionist style.

By late May, several BP insiders were characterising Manifold’s “hands-on approach” as aggressive, and bullying claims were formally raised against him. These complaints helped set in motion a review of his conduct and the dynamics at the top of the UK oil major.

Escalation and removal

As the board’s internal probe unfolded, attention also turned to specific flashpoints. One account described how the ousted BP chair “clashed with [the] company secretary before removal,” a confrontation that preceded company secretary Ben Mathews taking time off work amid the upheaval.

The mounting allegations and clashes culminated in BP’s decision to remove Manifold from the chair role “after claims of bullying,” formally ending his tenure and deepening scrutiny of governance and culture at the company. The episode “piled pressure on CEO Meg O’Neill,” raising questions about broader leadership and oversight at BP.

Manifold’s defence and competing narratives

Following his ouster, Manifold mounted a public defence, with one report noting that the “ousted BP chair hits out at ‘lies’ over his conduct.” He argued he had merely “pushed hard” for performance and rejected characterisations of his behaviour as bullying, insisting the allegations were untrue and misrepresented his commitment to the role and to BP’s results.

The clash of narratives — between staff who viewed his style as bullying and a chair who says he was simply demanding high performance — leaves BP’s board facing continued questions over culture, governance and how it handles internal complaints at the highest levels.

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