Essay --

When washstand Browne set in motion the strategy that put BP on its course to become a green oil company, his plans seemed ripe with promise. despite criticisms of green-washing, the company enjoyed recognition and admiration from the media and non-government organizations, and rose in the public remember as an advocate for investments in renewable energy technology and responsible energy use. For years, the move looked to be good strategy the benefits of the decision seemed to equilibrise the appeals incurred to implement it, some of which includedRisk of minimal benefits if policies or requirements do not changeForeclosing on future non-green opportunitiesImpacting the companys portfolio of non-green productsCommitting to future green investmentsCreating a higher bar for ongoing employment practicesIncreasing the cost of blunders or accidents on the companys believability and public standingBP might consume understood the price it was paying for its green personality, but the company seems to have underestimated the latter two cost descriptors. Its newfound environmental acclaim and the public awareness that came with it brought closer interrogation to the companys ongoing activities and ofttimes higher expectations for how it would conduct its craft moving forward. The Texas City tragedy in 2005 and the Prudhoe Bay spill of 2006 should have been lessons to the company unless it can get the basics of corporate responsibility right, draftsmanship public attention to its business is inviting trouble. Disaster at the Macondo WellOn April 20, 2010, a BP exploratory well at Macondo exploded, causing 11 deaths, sink Deepwater Horizon and starting a massive oil leak, that persisted for weeks. The event highlighted BPs inability t... ... the industry and the multitude of spills occurring since the Deepwater Horizon events point to a much lesser impact on the industrys performance. Alas, large-scale environmental abuses such as the repeated spills in th e Niger Delta, where spills are responsible for adulteration equivalent to the Exxon Valdez disaster yearly, are not widely discussed, and much viewing is still obscured from the public. As non-market pressures increase for corporations around the globe, the trust is that companies will learn from the longer-term de-valuation effect suffered by BP and take its economic value into account. There is hope for responsible behavior bright will be the day when kind of of being more than marketing campaigns, environmental and social responsibility outreach by major companies will exist to maximize social objectives, subject to positivity constraints.