A Report On British Petroleum [Case Study : Deepwater Horizon Oil Spill]Navitha Pereira
The report talks about various aspects of British Petroleum. It highlights the company's corporate crimes and violations against human rights. It then focuses on the Deepwater Horizon Oil Spill.
A Report On British Petroleum [Case Study : Deepwater Horizon Oil Spill]Navitha Pereira
The report talks about various aspects of British Petroleum. It highlights the company's corporate crimes and violations against human rights. It then focuses on the Deepwater Horizon Oil Spill.
Professor Chomsky needs little introduction. Professor of linguistics at the Massachusetts Institute of Technology (MIT), he has written and lectured widely on linguistics, philosophy, intellectual history, contemporary issues, international affairs and U.S. foreign policy.
Click here for the video
http://www.metanomics.net/show/october_12_noam_chomsky_appears_on_metanomics/
Case Study 9Running head BP & THE GULF OF MEXICO OIL SPILLC.docxmoggdede
Case Study 9
Running head: BP & THE GULF OF MEXICO OIL SPILL
Case Study: BP & The Gulf of Mexico Oil Spill
Central Michigan University
Organizational Dynamics & Human Behavior – MSA 601
Abstract
This paper will focus on the monumental disaster and ensuing public relations nightmare of British Petroleum (BP). This disaster of course was brought about by the oil rig explosion and fire in the Gulf of Mexico. BP is a multinational conglomerate of gargantuan proportions. They have molded and perfected their public image over decades. This paper will take a look at the lapses in BP’s management and public relations efforts and what measures the company should have taken.
BP & the Gulf of Mexico Oil Spill
The reason that the authors selected to evaluate British Petroleum (BP) for a case study was due in no small part to the endless media attention given to the oil spill in the Gulf. BP is an extremely popular brand that everyone in this country undoubtedly is effected by in one way or another. One of the initial reasons for choosing BP was the unmitigated disaster put forth on the public relations front in explaining the company’s efforts at dealing with the Gulf of Mexico oil crisis. The authors were further intrigued at this assignment for the poor leadership and decision making acumen of the former CEO Tony Hayward (CMU, 2009, p. 227). With this multi-focal approach, the study will highlight the conflicting messaging presented to the public and the lackluster and ultimately ineffective leadership within the organization.
BP is a huge multinational conglomerate whose primary focus is the petroleum industry. The company does business in over 30 countries around the globe. Its annual operating income is $239 billion dollars with over $14 billion dollars in profit in the year 2009. The company employs over 80,300 individuals and owns 16 refineries worldwide. BP operates several subsidiaries under the names AM/PM markets, BP and ARCO gas stations, Aral gas stations in Germany, Wild Bean Café, and Castrol Motor Oil (BP at a glance, 2010).
The competition within the petroleum industry is not as plentiful as one might think. There are actually very few players in the game. Due to the limited number of refiners of crude in this country the oil from various sources are blended prior to coming to the consumer. BP doesn’t have much use for the service station business anymore. In 2007, it announced plans to sell the last 700 stations that it hadn’t already sold to franchisees. The company chose to focus on finding and collecting oil. Once companies make a discovery, it comes out of the ground and ends up at a refinery. There, it can be mixed with oil that a variety of companies have poured into the tanks. This is further evidenced by BP’s plans to divest itself of its remaining 700 gas service stations. The highest percentage of income is made from oil exploration and extraction and not in the selling of gasoline at its stations (Lieber, 2010).
BP.
The CASE JournalStakeholders and corporate environmental dec.docxmamanda2
The CASE Journal
Stakeholders and corporate environmental decision making: The BP Whiting Refinery controversy
Bryan T. Stinchfield
Article information:
To cite this document:
Bryan T. Stinchfield , (2009),"Stakeholders and corporate environmental decision making: The BP Whiting Refinery controversy",
The CASE Journal, Vol. 6 Iss 1 pp. 5 - 18
Permanent link to this document:
http://dx.doi.org/10.1108/TCJ-06-2009-B002
Downloaded on: 09 October 2016, At: 06:55 (PT)
References: this document contains references to 0 other documents.
To copy this document: [email protected]
The fulltext of this document has been downloaded 7 times since 2009*
Users who downloaded this article also downloaded:
(2004),"Global corporate governance: debates and challenges", Corporate Governance: The international journal of business in
society, Vol. 4 Iss 2 pp. 5-17 http://dx.doi.org/10.1108/14720700410534930
(2000),"Leadership influence in a high power distance and collectivist culture", Leadership & Organization Development
Journal, Vol. 21 Iss 8 pp. 414-426 http://dx.doi.org/10.1108/01437730010379258
Access to this document was granted through an Emerald subscription provided by emerald-srm:451335 []
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service
information about how to choose which publication to write for and submission guidelines are available for all. Please visit
www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.com
Emerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of
more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online
products and additional customer resources and services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics
(COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.
*Related content and download information correct at time of download.
D
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http://dx.doi.org/10.1108/TCJ-06-2009-B002
Bryan T. Stinchfield
Franklin & Marshall College_______________________________________
INTRODUCTION
During the late summer of 2007, Bob Malone, British Petroleum (BP) America Chairman
and President, was faced with one of the most important decisions of his career – to
expand the Whiting Refinery in northwest Indiana on the banks of Lake Michigan, or to
yield to pressure from the public and not expand operations. Regional and global
consumer demand for gasoline was rising, which helped push prices toward record highs,
and the refinery had an opportunity to expand capacity to help meet that demand.
However, thousands of citizens, a host of environmental groups, and eve.
BP now has a substantial social media strategy in place –allowing the company to present a more human face. Messages on these channels convey regret, commitment to cleanup , claims, etc. Is the strategy working ?
Professor Chomsky needs little introduction. Professor of linguistics at the Massachusetts Institute of Technology (MIT), he has written and lectured widely on linguistics, philosophy, intellectual history, contemporary issues, international affairs and U.S. foreign policy.
Click here for the video
http://www.metanomics.net/show/october_12_noam_chomsky_appears_on_metanomics/
Case Study 9Running head BP & THE GULF OF MEXICO OIL SPILLC.docxmoggdede
Case Study 9
Running head: BP & THE GULF OF MEXICO OIL SPILL
Case Study: BP & The Gulf of Mexico Oil Spill
Central Michigan University
Organizational Dynamics & Human Behavior – MSA 601
Abstract
This paper will focus on the monumental disaster and ensuing public relations nightmare of British Petroleum (BP). This disaster of course was brought about by the oil rig explosion and fire in the Gulf of Mexico. BP is a multinational conglomerate of gargantuan proportions. They have molded and perfected their public image over decades. This paper will take a look at the lapses in BP’s management and public relations efforts and what measures the company should have taken.
BP & the Gulf of Mexico Oil Spill
The reason that the authors selected to evaluate British Petroleum (BP) for a case study was due in no small part to the endless media attention given to the oil spill in the Gulf. BP is an extremely popular brand that everyone in this country undoubtedly is effected by in one way or another. One of the initial reasons for choosing BP was the unmitigated disaster put forth on the public relations front in explaining the company’s efforts at dealing with the Gulf of Mexico oil crisis. The authors were further intrigued at this assignment for the poor leadership and decision making acumen of the former CEO Tony Hayward (CMU, 2009, p. 227). With this multi-focal approach, the study will highlight the conflicting messaging presented to the public and the lackluster and ultimately ineffective leadership within the organization.
BP is a huge multinational conglomerate whose primary focus is the petroleum industry. The company does business in over 30 countries around the globe. Its annual operating income is $239 billion dollars with over $14 billion dollars in profit in the year 2009. The company employs over 80,300 individuals and owns 16 refineries worldwide. BP operates several subsidiaries under the names AM/PM markets, BP and ARCO gas stations, Aral gas stations in Germany, Wild Bean Café, and Castrol Motor Oil (BP at a glance, 2010).
The competition within the petroleum industry is not as plentiful as one might think. There are actually very few players in the game. Due to the limited number of refiners of crude in this country the oil from various sources are blended prior to coming to the consumer. BP doesn’t have much use for the service station business anymore. In 2007, it announced plans to sell the last 700 stations that it hadn’t already sold to franchisees. The company chose to focus on finding and collecting oil. Once companies make a discovery, it comes out of the ground and ends up at a refinery. There, it can be mixed with oil that a variety of companies have poured into the tanks. This is further evidenced by BP’s plans to divest itself of its remaining 700 gas service stations. The highest percentage of income is made from oil exploration and extraction and not in the selling of gasoline at its stations (Lieber, 2010).
BP.
The CASE JournalStakeholders and corporate environmental dec.docxmamanda2
The CASE Journal
Stakeholders and corporate environmental decision making: The BP Whiting Refinery controversy
Bryan T. Stinchfield
Article information:
To cite this document:
Bryan T. Stinchfield , (2009),"Stakeholders and corporate environmental decision making: The BP Whiting Refinery controversy",
The CASE Journal, Vol. 6 Iss 1 pp. 5 - 18
Permanent link to this document:
http://dx.doi.org/10.1108/TCJ-06-2009-B002
Downloaded on: 09 October 2016, At: 06:55 (PT)
References: this document contains references to 0 other documents.
To copy this document: [email protected]
The fulltext of this document has been downloaded 7 times since 2009*
Users who downloaded this article also downloaded:
(2004),"Global corporate governance: debates and challenges", Corporate Governance: The international journal of business in
society, Vol. 4 Iss 2 pp. 5-17 http://dx.doi.org/10.1108/14720700410534930
(2000),"Leadership influence in a high power distance and collectivist culture", Leadership & Organization Development
Journal, Vol. 21 Iss 8 pp. 414-426 http://dx.doi.org/10.1108/01437730010379258
Access to this document was granted through an Emerald subscription provided by emerald-srm:451335 []
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service
information about how to choose which publication to write for and submission guidelines are available for all. Please visit
www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.com
Emerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of
more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online
products and additional customer resources and services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics
(COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.
*Related content and download information correct at time of download.
D
ow
nl
oa
de
d
by
M
on
as
h
U
ni
ve
rs
it
y
A
t
06
:5
5
09
O
ct
ob
er
2
01
6
(P
T
)
http://dx.doi.org/10.1108/TCJ-06-2009-B002
Bryan T. Stinchfield
Franklin & Marshall College_______________________________________
INTRODUCTION
During the late summer of 2007, Bob Malone, British Petroleum (BP) America Chairman
and President, was faced with one of the most important decisions of his career – to
expand the Whiting Refinery in northwest Indiana on the banks of Lake Michigan, or to
yield to pressure from the public and not expand operations. Regional and global
consumer demand for gasoline was rising, which helped push prices toward record highs,
and the refinery had an opportunity to expand capacity to help meet that demand.
However, thousands of citizens, a host of environmental groups, and eve.
BP now has a substantial social media strategy in place –allowing the company to present a more human face. Messages on these channels convey regret, commitment to cleanup , claims, etc. Is the strategy working ?
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Leading Change strategies and insights for effective change management pdf 1.pdf
Bp oil spill midterm presentation
1. Crisis Communication & Social Media – A Simulation Game
Learning Experience
(International Summer University Program 2013 – Copenhagen
Business School)
Crisis
Communication:
The BP Oil Spill
2. The Crisis – Explained & Analysed
o Overview of the Crisis – Timeline p. 4
o Stakeholdermap p. 6
o Results/outcomes of the crisis p. 7
o BP’s Crisis Plan p. 8
o Aftermath for BP p. 9
The Crisis Simulation Game
o Q&A Questions p. 11
• White House Representatives p. 11
• BP Media & Social Media Representatives p. 12
• Sierra Club & Greenpeace Representatives p. 13
• Local Representatives p. 14
o Our Experience of the Q&A-Session p. 15
o Social Media Training p. 16
o Learning Outcomes p. 18
o References p. 20
Table of Contents
4. 20 April: An explosion at aboard the Oil Rig Deepwater Horizon kills 11 workers.
22 April: the Deepwater Horizon sinks into the ocean.
26 April: BP’s first effort to stop the spill, by activating the blowout preventer. – effort failed
28 April: The spill is claimed to become the worst in US history.
30 April: Despite efforts to stop the oil from reaching the shore; oil starts washing ashore at the
coast of Louisiana. Obama names BP America responsible for the damages.
2 May: Obama’s first trip to the Gulf Coast.
8 May: BP’s second effort to stop the spill, using a giant metal box to contain the oil. – Effort
failed
10 May: BP’s third effort to stop the spill, pumping debris/junk into the well in order to clog the
wellhead. – Effort failed
11 May: BP, Transocean and Halliburton blames each other for the disaster.
14 May: The amount of oil leaking from the well is proved to be much greater than first
estimated.
-Continued...
Timeline 2010
5. 26 May: BP’s fourth effort to stop the spill, using the method ’Top Kill’. –
Effort failed
2 June: The US announces a criminal inquiry into the BP oil spill.
4 June: BP places a cap atop the leaking wellhead. Which allows them to
pipe most of the oil and gas onto ships on the surface.
17 June: BP announces it will place $20bn in a fund to compensate victims
of the oil spill and says it will not pay a shareholder dividend this year.
6 July: Oil from the spill reaches Texas, meaning it has affected all five US
Gulf Coast states.
4 August: The US government says three-quarters of the oil spilled in the
Gulf has been cleaned up or broken down by natural forces.
19 September: The ruptured well is finally sealed and "effectively dead‚.
Timeline - Continued
7. • Ongoing negative effect on the
environment and wildlife
• Ongoing negative effect on the
local communities vis a vis
economy and health
• Reputation of BP impacted
negatively
• Expenditures of $40 billion in
the aftermath of the Deepwater
Horizon.
• 11 deaths caused by the
Deepwater Horizon explosion.
Results/Outcomes of the
Crisis
8. • The original BP Crisis plan was
out of date
• The original BP Crisis plan was
needlessly complicated (582
pages)
• The ‘Deepwater Horizon’-part of
the crisis plan was only 52 out of
the 582 pages
• The BP Crisis plan was not as
accessible as it should have
been, or as well understood by
everyone involved as it should
have been.
BP’s Crisis Plan
9. • BP won the Consumerist ‛Worst Company in America‛
award in 2011
• Three Years Later: 43% of Americans have an
unfavourable view of BP (another 43% claimed to have a
favourable view of BP) according to a Huffington Post /
YouGov poll
• BP has spent billions of dollars on recovery after the
Deepwater Horizon disaster
Aftermath for BP
10. From BP America Stakeholder:
BBC’s Point of View
The Crisis Simulation
Game
11. • The reason we asked this was
to find a relevant question as
to how the White House could
have helped prevent a disaster
such as the Deepwater
Horizon. This kind of question
might open up possibilities for
debate about big business and
regulation in America.
Reason for, and Analysis of
Question:
• ” Is this the kind of disaster which
must take place in order for the
United States to pass more laws on
regulation of big business, and oil
companies in particular?”
For the White House
Representatives:
Q&A Questions
12. • We asked this question of BP Media
because of the poor initial handling
of the crisis, including the somewhat
unlucky statement by then CEO
Tony Hayward about wanting his
life back.
• The social media department of BP
seemed to be faring better in
interactions with angry consumers.
We wanted to know if activism
staged on the social media had any
effect on BP.
Reason for, and Analysis of
Question:
• “Was BP properly prepared to interact with
the media in an event such as the Deepwater
Disaster? How could BP Media have handled
the situation better?”
• “How did social media protests against your
organization pan out? Did the protests
influence BP and / or its modus operandi in
any meaningful way?”
For BP Media & Social Media
Representatives:
Q&A Questions
13. • The first question was relevant in
order to highlight some of the things
BP might have done properly, as
apposed to the constant criticism of
BP’s actions. Furthermore, BBC had
been accused of one-sided
journalism, not showing BP’s point
of view.
• The second question was relevant in
order to have GreenPeace take
responsibility for their sometimes
violent plans of action.
Reason for, and Analysis of
Question:
• “In the aftermath of this horrific event,
how has co-operating with BP been?”
• “Do you feel that your involvement in
the Deepwater Disaster aftermath
reflects on the fact that you signed an
Accountability Charter?”
For the Sierra Club &
Greenpeace Representatives:
Q&A Questions
14. • This question was
relevant in order to
uncover how well BP’s
actions were received in
the local communities
that were affected by the
disaster.
Reason for, and Analysis of
Question:
• “How has BP handled the aftermath of
the Deepwater Disaster? Is the support
to local mental health centres and the
research group lead by Associate
Professor Stefan Schulenberg helpful to
the recovery of the local community and
environment?”
For the Local
Representatives:
Q&A Questions
15. Q&A-session in General:
o Overall there were good, well-prepared
questions and good answers.
o The variety of questions was greater than
expected
o It was clear that everybody’s focus had been
on preparing questions to other stakeholders,
more so than answers to questions.
Q&A-session from BBC Stakeholder
Point of View:
o As we were representing BBC it was most
important for us to prepare answers about
ethics and morality in journalism.
o The questions were more of a general nature,
and not as in depth as the other groups’.
Our Experience of the
Q&A-session
16. • BP America tries to frame ‘the
Good Story’
• Their general approach is to
inform the public of how great
a place BP is to work
• BP America advertises their
engagement in local
communities
Social Media Training
17. • All mentioning of the Oil
Spill is answered with links
to their homepage about the
Gulf Coast restoration
process:
http://www.bp.com/en/glob
al/corporate/gulf-of-mexico-
restoration.html – turning
negativity into a positive
progress.
Our Question to BP America:
Social Media Training -
Continued
20. • Anthonissen, P. F. (2008). Crisis Communication - Practical PR Strategies for Reputation Management and Company
Survival. London: Kogan Page.
• BBC. (8. February 2012). NEWS BP Oil Disaster. Hentet fra www.bbc.co.uk:
http://www.bbc.co.uk/news/special_reports/oil_disaster/
• BBC. (19. September 2010). News US & Canada. Hentet fra www.bbc.co.uk: http://www.bbc.co.uk/news/world-us-
canada-10656239
• Smith, D., & Elliott, D. (2006). Key Readings in Crisis Management. Oxon: Routledge.
• Ulmer, R. R., Sellnow, T. L., & Seeger, M. W. (2011). Effective Crisis Communication - Moving from Crisis to
Opportunity. London: Sage Publications.
• White, C. M. (2012). Social Media, Crisis Communication, and Emergency Management. Taylor & Francis Group.
• Wikipedia. (2013). Journalism Ethics & Standards. Hentet fra www.wikipedia.org:
http://en.wikipedia.org/wiki/Journalism_ethics_and_standards
• www.biasedbbc.org. (2010). anti-BP. pro-Obama. Hentet fra www.biasedbbc.org:
http://biasedbbc.org/blog/category/anti-bp-pro-obama/
References
21. Anaab Begum, Bsc. in Global Business Engineering, DTU: Technical University of Denmark
(@Anbe90 )
Iqrah Afzal, Bsc. in Global Business Engineering, DTU: Technical University of Denmark
(@Iqrah01)
Maimona Afzal, Bsc. in Global Business Engineering, DTU: Technical University of Denmark
Mikkel Zangenberg, BA in English & International Business Communication,
Copenhagen Business School (@MinitruDK)
Stine Kyhn, BA in English & Organisational Communication, Copenhagen Business School (@Stin3K)
Instructor: Betty Tsakarestou, Assistant Professor, Department of Communication, Media and Culture at Panteion University,
Greece (@tsakarestou)
Academic Director: Patricia Plackett, Department of Operations Management at CBS (www.cbs.dk)
Academic Writers