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The case discusses the various knowledge management (KM) initiatives undertaken by the UK-based oil and gas exploration major British Petroleum Plc (BP) in the 1990s. It describes in detail the 'Virtual Teamwork' project started in late 1994; the knowledge management team established in 1997; and the application of KM tools for reducing the emission of harmful gases like carbon dioxide and methane in the late 1990s. The case also describes the various KM tools used by BP including Peer Assist, BP Connect, After Action Review and Retrospect. The benefits reaped by BP through the above KM initiatives and the challenges faced during the implementation process are discussed. The case is designed to help students understand and appreciate the application of knowledge management in an organisation.