Much before the Deepwater Horizon oil retch BPs image was on the path toward downf each already for its safety, ethics and environmental record was abysmal. For the many previous disasters i.e. Texas city Refinery explosion 2005, Alaskas Oilspill 2006, Oil Platform Atlantis rupture 2008, were all significant examples of BPs inefficient management.
The accident showed a nett reliability misery which resulted into a loss of hydrostatic withstand of the hygienic and the BPs preventer failure to restrict the flow from the well which caused major disaster as it exacerbated the release of hydrocarbons followed by failure of BPs emergency facilities.
In the late 1990s, CEO professional John Brown being the first company executive director to highlight the existence of climate change spent everyplace $200 million dollars on advertising campaigns to promoted CSR. In 1998, BP took oer Amoco, this was the time when the ultimate downfall developed its roots for BPs strategy was then to minimize the expenses on fixing the worsening Amoco equipment. In the majority of disaster incidents that followed, assets acquired in the Amoco merger were the major cause.
Thus BPs practice, led by CEO ecclesiastic Browne, of buying one company after another, firing employees, bare-assed costs, breaking safety procedures, pumping toxic chemicals back into the ground, using deteriorating equipment were brim to unravel in a series of environmental crimes.
BPs corporate culture aimed at getting rich and support profits was apparent by BPs firm lading to fixed dividend policy. This fixation of dividends meant good and CSR concerns were overtaken by the main end of short-term profit. Thus BPs practice of highlighting CSR on the button to advertise BPs good name and failing to break corporate energy required for efficient CSR was an outright ethical failure.
INEFFICIENCES ON PART OF BP ENGINEERS
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