Essay --

When John Browne set in motion the dodge that put BP on its course to become a green crude oil familiarity, 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 esteem as an advocate for investments in renewable nothing technology and responsible energy use. For years, the move looked to be good strategy the benefits of the decision seemed to offset the costs incurred to implement it, some of which included take chances of minimal benefits if policies or requirements do not changeForeclosing on early non-green opportunitiesImpacting the companys portfolio of non-green productsCommitting to future green investmentsCreating a high pass on for ongoing business practicesIncreasing the cost of blunders or accidents on the companys credibility and public standingBP might have mute the price it was paying for its green personality, but the compa ny seems to have underestimated the last mentioned two cost descriptors. Its newfound environmental acclaim and the public cognisance that came with it brought closer scrutiny to the companys ongoing activities and much higher expectations for how it would conduct its business 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 collective responsibility right, drawing public attention to its business is inviting trouble. Disaster at the Macondo WellOn April 20, 2010, a BP exploratory well at Macondo exploded, causation 11 deaths, sinking 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 visor to a much lesser impact on the industrys performance. Alas, large-scale environmental abuses such as the repeated spills in the Nig er Delta, where spills ar responsible for degradation equivalent to the Exxon Valdez disaster yearly, are not widely discussed, and much information is still obscured from the public. As non-market pressures increase for corporations around the globe, the go for is that companies will learn from the longer-term de-valuation effect suffered by BP and take its economic appraise into account. There is hope for responsible behavior bright will be the day when instead of being more than marketing campaigns, environmental and kind responsibility outreach by major companies will exist to maximize neighborly objectives, subject to profitability constraints.