Corporate Culture on Deepwater Horizon

The lead article in today’s New York Times, “Workers on Doomed Rig Voiced Concern on Safety,” describes a corporate culture at Transocean, the owner of the rig, such that workers were afraid to report essential safety issues to management.

In a survey of workers just before the well blowout, many noted an emphasis on drilling priorities over safety priorities. One worker describes the attitude of Transocean at “Run it, break it, fix it,” and the article noted that the rig had never been in dry dock during its nine years of operation. In fact, 26 components on the rig were found to be in poor condition.

[In other "oil-related" developments, a squall may be moving into the Gulf of Mexico, resulting in temporary removal of the cap on the well. Another potential blow to residents of the area.]

I guess we shouldn’t be surprised at all these revelations, especially when you’re dealing with an unregulated industry and an inherently dangerous task with high profit potential. Still, a company’s most sacred duty is the protection of its employees, and that, at least, represents the most glaring failure of the Deepwater Horizon.

I’m certain there will be more revelations to come. And hopefully, they will spur the clean energy industry in our country at long last.