The Texas City explosion that occurred, killing 15 employees was a large news item at the time, though quickly fading from the headlines, BP was fined $21 million for the numerous violations that contributed to the Texas City explosion. Also occurring in the same year as the Alaska pipeline leak, these issues should have shown BP leadership that something was developing within the large corporation that needed attention. Browne at the helm earlier had ruthlessly implemented cost cutting and risk taking which spelled out imminent danger on the horizon for BP. The accidents that should have been the wake-up call to BP went unheeded.
During Mr. Hayward’s tenure, BP had been cited by the Occupational Safety and Health Administration for 760 safety violations in its refineries. The pledge that BP would address the safety problems that created the Texas and Alaska accidents never materialized. Instead four years went by and the company’s risk taking became worse. Just a year after the BP refinery explosion in Texas City, Tex., killing 15 workers and injured hundreds more the ‘Deepwater Horizon” oil well exploded in April 2010, resulting in death, fire, widespread environmental and economic damage along the Gulf coastline and is still felt today. …show more content…
But with BP this did not occur, under the direction of Tony Hayward leadership’s role. During the Deepwater Horizon crisis BP took a 180 degree turn, leadership did not communicate and display their control, knowledge, expertise, self-confidence or emotional commitment to the destruction caused or lives lost. Acknowledging the issue should have been the first step in managing it, learning and then reporting the most complete picture of what was happening could have helped BP offset the inevitable criticism and help build public and investor confidence and guide the
During Mr. Hayward’s tenure, BP had been cited by the Occupational Safety and Health Administration for 760 safety violations in its refineries. The pledge that BP would address the safety problems that created the Texas and Alaska accidents never materialized. Instead four years went by and the company’s risk taking became worse. Just a year after the BP refinery explosion in Texas City, Tex., killing 15 workers and injured hundreds more the ‘Deepwater Horizon” oil well exploded in April 2010, resulting in death, fire, widespread environmental and economic damage along the Gulf coastline and is still felt today. …show more content…
But with BP this did not occur, under the direction of Tony Hayward leadership’s role. During the Deepwater Horizon crisis BP took a 180 degree turn, leadership did not communicate and display their control, knowledge, expertise, self-confidence or emotional commitment to the destruction caused or lives lost. Acknowledging the issue should have been the first step in managing it, learning and then reporting the most complete picture of what was happening could have helped BP offset the inevitable criticism and help build public and investor confidence and guide the