Lesson 8 responsibility of mn cs
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1. American President Barack Obama held British Petroleum (BP) responsible for cleaning up a massive oil spill in the Gulf of Mexico caused by a BP offshore oil rig explosion. The spill has grown to the size of Jamaica and is washing up on beaches in Louisiana. Obama stated that BP is ultimately responsible for paying the costs of response and cleanup operations. 2. The oil spill catastrophe could become the worst in U.S. history, surpassing the 1989 Exxon Valdez disaster. It threatens enormous environmental and economic damage to southern U.S. states along the Gulf coast like Alabama, Florida, Louisiana and Mississippi. Hundreds of species are under threat from the spill.
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Here are 14 questions based on the answers in the text:
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2. Where did Frank go to school before moving to Denver?
3. Does Frank miss Buenos Aires?
4. Does Frank enjoy studying and living in Denver?
5. How long has Frank lived in Denver for?
6. Where is Frank currently studying?
7. What degree is Frank going to receive next June?
8. Where is Frank going to return to after receiving his degree?
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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.
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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).
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Here are 14 questions based on the answers in the text:
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2. Where did Frank go to school before moving to Denver?
3. Does Frank miss Buenos Aires?
4. Does Frank enjoy studying and living in Denver?
5. How long has Frank lived in Denver for?
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8. Where is Frank going to return to after receiving his degree?
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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).
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10-110 Rev. April 3, 2012 This case was prepared.docx
10-110
Rev. April 3, 2012
This case was prepared by Christina Ingersoll (MBA Class of 2010) and Cate Reavis, Manager, MSTIR, under the supervision
of Professor Richard M. Locke. Professor Locke is Deputy Dean of the MIT Sloan School of Management, Head of the MIT
Department of Political Science, and the Class of 1922 Professor of Political Science and Management. This case was
prepared as part of the MIT Sloan Ethics, Values and Voice Module.
Copyright © 2011, Richard M. Locke. This work is licensed under the Creative Commons Attribution-Noncommercial-No
Derivative Works 3.0 Unported License. To view a copy of this license visit http://creativecommons.org/licenses/by-nc-nd/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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When he woke up on Tuesday, April 20, 2010, Mike Williams already knew the standard procedure
for jumping from a 33,000 ton oil rig: “Reach your hand around your life jacket, grab your ear, take
one step off, look straight ahead, and fall.”1 This would prove to be important knowledge later that
night when an emergency announcement was issued over the rig’s PA system.
Williams was the chief electronics technician for Transocean, a U.S.-owned, Switzerland-based oil
industry support company that specialized in deep water drilling equipment. The company’s $560
million Deepwater Horizon rig was in the Gulf of Mexico working on the Macondo well. British
Petroleum (BP) held the rights to explore the well and had leased the rig, along with its crew, from
Transocean. Of the 126 people aboard the Deepwater Horizon, 79 were from Transocean, seven were
from BP, and the rest were from other firms including Anadarko, Halliburton, and M-1 Swaco, a
subsidiary of Schlumberger.
Managing electronics on the Deepwater Horizon had inured Williams to emergency alarms. Gas
levels had been running high enough to prohibit any “hot” work such as welding or wiring that could
cause sparks. Normally, the alarm system would have gone off with gas levels as high as they were.
However, the alarms had been disabled in order to prevent false alarms from waking people in the
middle of the night. But the emergency announcement that came over the PA system on the night of
April 20 was clearly no false alarm.
1 Testimony from Michael Williams, The Joint United States Coast Guard/The Bureau of Ocean Energy Management, “FUSCG/BOEM Marine Board of
Investigation into the marine casualty, explosion, fire, pollution, and sinking of mobile offshore drilling unit deepwater horizon, with loss of life in the Gulf of
Mexico 21-22 April 2010,” Transcript, July 23, 2010, pp. 24-25.
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Mom ...
10-110 Rev. April 3, 2012 This case was prepared.docx
10-110
Rev. April 3, 2012
This case was prepared by Christina Ingersoll (MBA Class of 2010) and Cate Reavis, Manager, MSTIR, under the supervision
of Professor Richard M. Locke. Professor Locke is Deputy Dean of the MIT Sloan School of Management, Head of the MIT
Department of Political Science, and the Class of 1922 Professor of Political Science and Management. This case was
prepared as part of the MIT Sloan Ethics, Values and Voice Module.
Copyright © 2011, Richard M. Locke. This work is licensed under the Creative Commons Attribution-Noncommercial-No
Derivative Works 3.0 Unported License. To view a copy of this license visit http://creativecommons.org/licenses/by-nc-nd/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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Christina Ingersoll, Richard M. Locke, Cate Reavis
When he woke up on Tuesday, April 20, 2010, Mike Williams already knew the standard procedure
for jumping from a 33,000 ton oil rig: “Reach your hand around your life jacket, grab your ear, take
one step off, look straight ahead, and fall.”1 This would prove to be important knowledge later that
night when an emergency announcement was issued over the rig’s PA system.
Williams was the chief electronics technician for Transocean, a U.S.-owned, Switzerland-based oil
industry support company that specialized in deep water drilling equipment. The company’s $560
million Deepwater Horizon rig was in the Gulf of Mexico working on the Macondo well. British
Petroleum (BP) held the rights to explore the well and had leased the rig, along with its crew, from
Transocean. Of the 126 people aboard the Deepwater Horizon, 79 were from Transocean, seven were
from BP, and the rest were from other firms including Anadarko, Halliburton, and M-1 Swaco, a
subsidiary of Schlumberger.
Managing electronics on the Deepwater Horizon had inured Williams to emergency alarms. Gas
levels had been running high enough to prohibit any “hot” work such as welding or wiring that could
cause sparks. Normally, the alarm system would have gone off with gas levels as high as they were.
However, the alarms had been disabled in order to prevent false alarms from waking people in the
middle of the night. But the emergency announcement that came over the PA system on the night of
April 20 was clearly no false alarm.
1 Testimony from Michael Williams, The Joint United States Coast Guard/The Bureau of Ocean Energy Management, “FUSCG/BOEM Marine Board of
Investigation into the marine casualty, explosion, fire, pollution, and sinking of mobile offshore drilling unit deepwater horizon, with loss of life in the Gulf of
Mexico 21-22 April 2010,” Transcript, July 23, 2010, pp. 24-25.
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Mom.
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Here are 14 questions based on the answers in the text:
1. Where was Frank born?
2. Where did Frank go to school before moving to Denver?
3. Does Frank miss Buenos Aires?
4. Does Frank enjoy studying and living in Denver?
5. How long has Frank lived in Denver for?
6. Where is Frank currently studying?
7. What degree is Frank going to receive next June?
8. Where is Frank going to return to after receiving his degree?
9. What is Frank going to do after returning to Buenos Aires?
10. Where does Alice study?
11. What degree is Alice also going to receive next May?
12. Where did Frank and
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1. Where was Frank born?
2. Where did Frank go to school before moving to Denver?
3. Does Frank miss Buenos Aires?
4. Does Frank enjoy studying and living in Denver?
5. How long has Frank lived in Denver for?
6. Where is Frank currently studying?
7. What degree is Frank going to receive next June?
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9. What is Frank going to do after returning to Buenos Aires?
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(2) There are three exceptions where the present perfect continuous form cannot be used: with stative verbs like "know" and "like", with quantities, and with verbs that have no notion of duration like "forget" and "lose".
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The document discusses how to form questions in English by moving auxiliaries like "is", "are", "have", "will", etc. to the front of clauses or by adding "do/does/did" when there is no auxiliary. It also provides examples of common mistakes in question formation and the correct versions. At the end, it lists 14 sets of sentences and questions based on a short text about a person named Frank.
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This document outlines the sections and topics covered in the ESCE Year 1 semester 2 final test. The test will have two sections: a 20-point vocabulary section and a 20-point writing section requiring a 200-word response to two randomly selected topics out of a list of 10. The topics cover a range of business and CSR issues including presentation techniques, social responsibilities of businesses, stakeholder groups, critiques of CSR policies, consumer manipulation by brands, the Tom's Shoes business model, causes of global warming, environmental protection strategies, and examples of companies with strong environmental attitudes. Students are instructed to prepare for all topics in advance of the test.
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10-110 Rev. April 3, 2012 This case was prepared.docx
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Rev. April 3, 2012
This case was prepared by Christina Ingersoll (MBA Class of 2010) and Cate Reavis, Manager, MSTIR, under the supervision
of Professor Richard M. Locke. Professor Locke is Deputy Dean of the MIT Sloan School of Management, Head of the MIT
Department of Political Science, and the Class of 1922 Professor of Political Science and Management. This case was
prepared as part of the MIT Sloan Ethics, Values and Voice Module.
Copyright © 2011, Richard M. Locke. This work is licensed under the Creative Commons Attribution-Noncommercial-No
Derivative Works 3.0 Unported License. To view a copy of this license visit http://creativecommons.org/licenses/by-nc-nd/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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When he woke up on Tuesday, April 20, 2010, Mike Williams already knew the standard procedure
for jumping from a 33,000 ton oil rig: “Reach your hand around your life jacket, grab your ear, take
one step off, look straight ahead, and fall.”1 This would prove to be important knowledge later that
night when an emergency announcement was issued over the rig’s PA system.
Williams was the chief electronics technician for Transocean, a U.S.-owned, Switzerland-based oil
industry support company that specialized in deep water drilling equipment. The company’s $560
million Deepwater Horizon rig was in the Gulf of Mexico working on the Macondo well. British
Petroleum (BP) held the rights to explore the well and had leased the rig, along with its crew, from
Transocean. Of the 126 people aboard the Deepwater Horizon, 79 were from Transocean, seven were
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cause sparks. Normally, the alarm system would have gone off with gas levels as high as they were.
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middle of the night. But the emergency announcement that came over the PA system on the night of
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Investigation into the marine casualty, explosion, fire, pollution, and sinking of mobile offshore drilling unit deepwater horizon, with loss of life in the Gulf of
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of Professor Richard M. Locke. Professor Locke is Deputy Dean of the MIT Sloan School of Management, Head of the MIT
Department of Political Science, and the Class of 1922 Professor of Political Science and Management. This case was
prepared as part of the MIT Sloan Ethics, Values and Voice Module.
Copyright © 2011, Richard M. Locke. This work is licensed under the Creative Commons Attribution-Noncommercial-No
Derivative Works 3.0 Unported License. To view a copy of this license visit http://creativecommons.org/licenses/by-nc-nd/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
BP and the Deepwater Horizon Disaster of 2010
Christina Ingersoll, Richard M. Locke, Cate Reavis
When he woke up on Tuesday, April 20, 2010, Mike Williams already knew the standard procedure
for jumping from a 33,000 ton oil rig: “Reach your hand around your life jacket, grab your ear, take
one step off, look straight ahead, and fall.”1 This would prove to be important knowledge later that
night when an emergency announcement was issued over the rig’s PA system.
Williams was the chief electronics technician for Transocean, a U.S.-owned, Switzerland-based oil
industry support company that specialized in deep water drilling equipment. The company’s $560
million Deepwater Horizon rig was in the Gulf of Mexico working on the Macondo well. British
Petroleum (BP) held the rights to explore the well and had leased the rig, along with its crew, from
Transocean. Of the 126 people aboard the Deepwater Horizon, 79 were from Transocean, seven were
from BP, and the rest were from other firms including Anadarko, Halliburton, and M-1 Swaco, a
subsidiary of Schlumberger.
Managing electronics on the Deepwater Horizon had inured Williams to emergency alarms. Gas
levels had been running high enough to prohibit any “hot” work such as welding or wiring that could
cause sparks. Normally, the alarm system would have gone off with gas levels as high as they were.
However, the alarms had been disabled in order to prevent false alarms from waking people in the
middle of the night. But the emergency announcement that came over the PA system on the night of
April 20 was clearly no false alarm.
1 Testimony from Michael Williams, The Joint United States Coast Guard/The Bureau of Ocean Energy Management, “FUSCG/BOEM Marine Board of
Investigation into the marine casualty, explosion, fire, pollution, and sinking of mobile offshore drilling unit deepwater horizon, with loss of life in the Gulf of
Mexico 21-22 April 2010,” Transcript, July 23, 2010, pp. 24-25.
BP AND THE DEEPWATER HORIZON DISASTER OF 2010
Christina Ingersoll, Richard M. Locke, Cate Reavis
Rev. April 3, 2012 2
Mom.
10-110 Rev. April 3, 2012 This case was prepared.docx
This document provides background information on BP and the events leading up to the 2010 Deepwater Horizon oil rig disaster in the Gulf of Mexico. It describes BP's history and transformation from a state-owned oil company to a large multinational corporation through acquisitions and cost cutting. It also discusses BP's emphasis on an asset-based organizational structure that decentralized decision-making but reduced oversight of risk management. The document outlines prior safety issues at BP facilities, including an explosion at a Texas refinery in 2005 that was blamed on neglected maintenance and safety measures.
Deepwater Horizon
The document summarizes the Deepwater Horizon oil spill that occurred in 2010 off the coast of Louisiana. It provides background on the oil rig owned by BP and details the events that led to the explosion and massive oil leak. Over 200 million gallons of oil were spilled, making it the largest marine oil spill in history. The aftermath section discusses the environmental and economic impacts. It then analyzes BP's response campaign and PR strategies, finding that their initial tactics of blaming others and downplaying the situation backfired and damaged their reputation further.
Industry analysis g.o.l.d. (global oil leakage detecto
The document discusses a new product called G.O.L.D. (Global Oil Leakage Detector) that aims to prevent oil spills by monitoring waters for leaks. It analyzes the product's strengths and opportunities, as well as threats from competitors. A key competitor is Pristine Sea, which uses clays to solidify oil spills. The document recommends marketing strategies for G.O.L.D. to establish itself and expand its online presence against competitors in the oil spill detection market.
Oil spill
what is oil spill?
Oil spill causes
environmental effects
Response actions
On Shore Oil spill recovery Techniques
(i) Soil removal
(ii) In-Place soil treatment
(iii) Landfill disposal
(iv) Thermal treatment
(v) Soil aeration
Exxon Valdez Spill case study
Conclusive remedy
PROJECT FAILURE - CASE STUDY BYInternational Journal of Computer Applications...
This document summarizes three case studies of project failures: British Petroleum oil spill in the Gulf of Mexico, the merger of Chrysler and Fiat automobile companies, and the Millennium Dome construction project in the UK. For the BP case, it describes the 2010 Deepwater Horizon oil rig explosion that caused a massive oil spill and the challenges BP faced in stopping the oil flow. For Chrysler and Fiat, it discusses the 2009 merger of the two automobile companies and the organizational changes faced by the new CEO. For the Millennium Dome project, it notes it was controversial due to cost overruns and other issues. The document then provides recommendations for avoiding project failures.
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