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¶ … BP's corporate image in a negative light. The first reason is that it will give the media a negative talking point about the company. The second reason is that it will give an audience to critics of the company's environmental policies. The third reason is that it will raise some of the issues with respect to the North Slope oil business, including the age of the pipelines and the quality of crude. For BP, the company has worked to try to create an image of being environmentally responsible, and events like this contradict those efforts. This would especially be damaging if further investigation by the media were to find that BP was negligent in some way with respect to pipeline maintenance, and was at fault for the spill. There are also potential legal remedies, and the court of public opinion can certainly hold sway over the EPA or other agencies that would be investigating the spill.
There are many stakeholders in this incident. The immediate stakeholders are BP, the environment...
There are a wide range of other stakeholders that need to be taken into consideration, and media involvement in an issue like this will bring the event to the attention of such external stakeholders. These include BP shareholders and senior management, competitors who also have a stake in the North Slope oil business, native and environmental groups, the EPA and other regulators, the media, the general public, Alaskan politicians (most of whom have a stake in decisions regarding oil exploration in the region), and the BP employees affected by the spill. The spill will not affect the price of crude, so the world oil market in general is not going to be a stakeholder here, nor are consumers.
3. BP has some options with respect to public relations. The company should adopt an approach that expresses responsibility. Legally, it might want to avoid culpability, but it should appear that the company is taking responsibility for the situation…
BP Deepwater Horizon In April, 2010, Gulf of Mexico oil rig Deepwater Horizon, managed by British Petroleum (BP) suffered an explosion, sank to the bottom of the sea and precipitated an oil leak that would take months to cap (Pagnamenta & Goddard, 2010). The disaster was costly for BP both financially and reputationally, and the company's responses have not engendered much faith among the general public with respect to BP's ethics
Evidence of this can be seen with the company being slow to provide information, on the total amounts of oil that are leaking into the ocean and the various restrictions that they have placed on media coverage. (Lack of Transparency Afflicts Oil Spill Response 2010) This problematic, because when there are restrictions and the company is slow to release information, it appears as if they have something to hide.
BP and how it can impact on the performanve of the firm In the recent times, a number of people have opposed the strategies that have been developed by BP. The major strategies that have been opposed by individuals is that of stoping the case regarding oil spill in the gulf of mexico.Operational strategy and effectiveness are vital for superior performance which is usually the main aim of all enterprises
BP Oil Spill Strategy and Corporate Governance The bp oil spill of 2010 British Petroleum (BP) is one of the largest oil exploring companies in the world. It is recognized for its efficient practices. In recent years it has positioned itself as an environmentally responsible company by stressing its commitment to undertaking exploration activities by causing minimum harm to the natural environment. It has also invested in technologies to make drilling under the
BP Deepwater Horizon Risk is probably one of the most important components of company management, especially in an industry where the potential for disaster -- foreseen or otherwise -- is high. This is particularly so for the oil industry, and also especially in the light of the recent, worst disaster that humanity has ever seen, the BP Deepwater Horizon oil spill. While some consider this disaster the result of a risk
Enron Leadership Enron collapsed very quickly in November 2001, and its failure should have been a warning to serious dysfunctions in the entire corporate and financial system, but this did not happen. Its executives admitted that they had falsified its records going back for at least five years, although in reality they had been doing so since the 1980s. When the company filed Chapter 11 bankruptcy it laid off over 20,000