British Petroleum (PLC) and John Browne: Culture of Risk Beyond Petroleum (A) Harvard Case Solution & Analysis

In 2007, should have been one of the worst in the history of British Petroleum PLC (BP). Within four months, two separate independent report (the first optional BP itself) were found deep roots "risk culture" at BP, where money and profit were rated higher worker and environmental safety. These reports were in response to the explosion in 2005 at a refinery in Texas City, in the United States, which killed 15 people and wounded more than 180, but the report also says the pipeline leak in Alaska, as well as other serious security lapses across BP's global operations . Texas City explosion was the worst, but not the first major incident at the BP facility, and the revelations in the reports seriously undermined the credibility of the so-called super-major oil companies have earned over the last decade. Work to restore the trust of investors and stakeholders, as well as the reputation of the company fell to BP board and its star cast chief executive, Lord John Browne. In the event that the product 908M03, examines the role played by the Council in relation to the personal integrity of Lord Browne. The teaching aims to introduce students to the study of the role of the board in respect of risk management, as well as their social responsibility to the different stakeholders. "Hide
by Murray J. Bryant, Trevor Hunter Source: Richard Ivey School of Business Foundation 13 pages. Publication Date: April 23, 2008. Prod. #: 908M02-PDF-ENG

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British Petroleum (PLC) and John Browne: Culture of Risk Beyond Petroleum (A)

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