Tony Hayward

Beyond Petroleum (BP) formerly British Petroleum is a company that claims to be devoted to finding new energy sources with little impact on the environment. Ferrell, Fraderich, and Ferrell, explain in their Business Ethics textbook in 2012 that after several environmental tragedies in the mid-to late 2000’s, the company had to reassess their ethical standards and make changes to repair their image and regain the confidence of their stakeholders. During this time, they began investing in wind, solar

BP made mistake after mistake and it seems like Tony Hayward did not attend any media training. It is almost impossible to deny that a lot of things went wrong in the communication concerning the explosion of the platform and the following oil spill of the British oil concern BP. In the first instance, BP denied there was oil leaking out of the oil well. After that BP trivialized the consequences of the ecocatastrophe. Even the CEO Tony Hayward made some dull statements. What did BP do wrong?

(Associated Press) With Hayward and Suttles appearances on the television screen it was starting to look like that no one was in control or in charge at BP to the general public. This is what made it impossible for a transformational reactive change to take place at BP during the time they needed it the most. BP and their two executive spokespersons were faced with a very large problem when it came to their adaptive personality attributes during the time of change. Both Hayward and Suttles showed a

“BP is a multinational energy business that has 92,000 employees and operates in 175 countries. When a new chief executive was recruited internally at BP (Tony Hayward), he promised to improve the company’s disappointing performance by quickly changing its culture to become more innovative and responsive to its customers.” Q: How easy do you think it is for a new chief executive to change the culture of an organization quickly? Justify your answer with reference to BP &/or other businesses

about the dangers of oil and how to clean it up in case it were to get released into the wild. Mitigation is the actions to reduce or eliminate the risks to people and property from such hazards and their effects (Haddow et al, 2014). This definition of mitigation seems to say that, when dealing with risks, they want to greatly reduce any dangers that might come with each risk, and want to save as many lives or property from severe damage or in some cases death. In the case of the BP oil spill, one

INTRODUCTION BP originated from a British petroleum company founded in 1909. After experiencing crises during the 1980s-1990s, the company started to have a cost cutting culture. During mid-1990s, with an aggressive growth strategy, BP started to grow and reposition. After BP merged with Amoco in 1998, John Browne started to serve as chief executive until May 2007. Browne repositioned BP as a “green” oil company after he took over and practiced the model of organizational decision-making strategy

Case Study Coca-Cola and CEO Douglas Ivester And BP and CEO Tony Hayward 1. If Douglas Ivester was so successful, for years, on the executive staff, why did he fail when he was given the CEO/president position? Give an overall impression, broad stroke explanation of why he failed. Ivester was a hardworking, diligent CEO, but he lost sight of the people side of Coca-Cola. In any business people are a very important aspect that needs to be nurtured because without them the business is

1. Do you agree or disagree with Tony Hayward’s quote at the end of the case? Was this disaster strictly a BP failure or an industry accident? (One of my biggest mistakes was that I allowed myself to become the lightning rod for hatred and anger.” He went on to say, “I genuinely feel that this could have happened to anyone. This is not BP. It is an industry accident.) I mostly agree with Tony Hayward because an accident of that size is a result of a complex combination of mechanical failures,

Introduction British Petroleum is among the largest producers of oil and gas in the world. Headquartered in London, England it is one of only seven “supermajors” in the production of petroleum, in fact its performance in 2012 made it the sixth largest producer in its field and by market capitalization. It is also considered a vertically integrated company which operates in all areas of oil production including exploration, refining, distribution, and marketing. It has also recently expanded into

BP, known as British Petroleum until it rebranded to Beyond Petroleum in 2000, is the third largest energy company in the world. BP has operations on six continents, located in over 80 countries, with its main headquarters located in London, UK. Its largest operating division is BP America, which is located in Houston, Texas. The Deepwater Horizon was a semi-submersible offshore drilling rig owned by Transocean. Built in 2001 in South Korea by Hyundai Heavy Industries the rig was leased to BP from