Creating a Compelling Argument in the BP Trial: Halliburton’s Closing

I. Introduction

A. Context of the Deepwater Horizon Incident

On April 20, 2010, the Gulf of Mexico became the site of one of the most catastrophic industrial disasters in history. Eleven lives were tragically lost, and unprecedented environmental damage occurred when the Deepwater Horizon rig experienced a catastrophic blowout (BP_00001618 §11). The complexity of this case cannot be overstated, as it involves multiple parties operating in an intricate deepwater drilling operation nearly 5,000 feet below the Gulf’s surface (BP_00001371 §2).

The evidence presented during this trial reveals a disturbing pattern of decisions and actions by BP that directly led to this disaster. The Macondo well project was significantly over budget and behind schedule, with costs reaching approximately $150 million – a staggering 160% over the original budget (BP_00001402 §3). This financial pressure created what BP’s own documents reveal was an atmosphere of rushed decision-making and compromised safety protocols.

BP’s management fostered a culture that consistently elevated production and profit over protection and safety (BP_00001402 §22). Their internal documents show that while targeting a 20% cut in cash costs from 2008 to 2010, they simultaneously compromised critical safety measures (BP_00001402 §3). This wasn’t mere cost-cutting – it was a systematic degradation of safety protocols that would have catastrophic consequences.

The evidence shows that BP relied on outdated risk management manuals that focused solely on economic factors while neglecting health, safety, and environmental impacts (BP_00001402 §5). Their “Risk Register” was outdated and failed to account for evolving risks during the well’s lifecycle. Most critically, they ignored warnings from experts like Professor Bea about the need for robust risk identification and management systems.

B. Overview of Halliburton’s Limited Role

Within this complex operation, Halliburton’s role was strictly limited. As confirmed by Dr. Frederick “Gene” Beck’s expert testimony, Halliburton was contracted solely for cementing services and operated entirely under BP’s direction and specifications (BP_00001611 §3). The HAL/BP Agreement explicitly defined these boundaries, making it clear that Halliburton had no authority over well design or operational decisions (BP_00001391 §1).

The evidence demonstrates that Halliburton’s involvement was confined to specific cementing services, with all major decisions requiring BP’s approval. For example, when Halliburton’s representative Jesse Gagliano recommended using 21 centralizers for optimal cementing, BP unilaterally decided to use only 6, demonstrating their complete control over operational decisions (BP_00001391 §12).

Joe Keith, a Halliburton employee monitoring well conditions, faced significant challenges in communicating with Transocean employees regarding flow-out and pressure differentials. Despite his repeated calls to address anomalies, he was dismissed by the assistant driller (BP_00000002 §10). This incident clearly illustrates the limitations placed on Halliburton’s ability to influence critical safety decisions.

Your Honor, this introduction sets the stage for understanding the fundamental issue in this case: while multiple parties were involved in the Deepwater Horizon operation, BP maintained ultimate control and authority over all critical decisions and operations. The evidence will show that BP’s systematic failures in safety management, risk assessment, and operational oversight directly led to this catastrophic event.

II. Limited Role and Responsibility

Let me address the critical issue of Halliburton’s limited role in this operation and BP’s ultimate authority and control. The evidence presented during this trial definitively establishes the boundaries of Halliburton’s involvement and BP’s comprehensive responsibility for the decisions that led to this tragic incident.

Dr. Frederick “Gene” Beck’s expert testimony confirms what numerous documents and witnesses have established – Halliburton was contracted solely for cementing services and operated entirely under BP’s direction and specifications. This wasn’t merely a contractual formality, Your Honor. The HAL/BP Agreement explicitly established clear boundaries that defined every aspect of our involvement, ensuring that Halliburton had no authority over well design or operational decisions.

Let me provide a concrete example that illustrates these limitations. When our representative Jesse Gagliano recommended using 21 centralizers for optimal cementing, BP unilaterally decided to use only 6. This wasn’t a collaborative decision or even a negotiation – it was BP exercising its absolute authority to reject technical recommendations from its contractors, even when those recommendations directly impacted well safety.

Consider also the testimony of Joe Keith, a Halliburton employee who monitored well conditions. Despite his repeated attempts to raise concerns about flow-out and pressure differentials, he was dismissed by the assistant driller. His experience vividly demonstrates how Halliburton’s ability to influence critical safety decisions was severely constrained by BP’s command structure.

Your Honor, BP’s control over this operation was absolute and comprehensive. As the designated operator under MMS regulations, they bore ultimate responsibility for all aspects of the drilling operation. Their management made numerous critical decisions that prioritized cost and speed over safety. They failed to conduct proper bottoms-up circulation before cementing, canceled a scheduled cement bond log that could have identified problems, and implemented an inadequately designed temporary abandonment plan.

BP’s approach to safety was systematically flawed. They failed to implement their own Operations Management System, ignored process safety risks, and failed to conduct effective audits. Most troublingly, they removed key safety leadership just before the blowout. Their control extended to critical equipment decisions, where they modified the Blowout Preventer without proper risk assessment, reducing the lower annular’s pressure rating from 10,000 psi to 5,000 psi. They failed to address overdue BOP maintenance identified in audits and even instructed Transocean not to change BOP elastomers between jobs, contrary to established safety protocols.

The evidence reveals significant failures in BP’s training oversight. Well control training was inadequate, particularly regarding BOP operation in emergencies. Key personnel like Martin Breazeale, responsible for training Well Site Leaders, admitted not providing training on BOP use. Even high-ranking officials like David Sims admitted knowing as little about the BOP as a “galley hand.”

Perhaps most disturbing, Your Honor, is BP’s approach to risk management. They relied on an outdated risk management manual focused solely on economic factors, failed to incorporate lessons learned from prior incidents, and ignored critical advice from experts. When confronted with safety concerns, their engineers’ responses were shocking. One dismissed these concerns as “clutter,” while another stated “who cares, it’s done, probably be fine.”

The pressure to complete the well on time and within budget was evident throughout the operation. The project was significantly over budget and behind schedule at the time of the blowout. This financial pressure led BP to make a series of decisions that compromised safety – using fewer centralizers than recommended, not waiting for cement to cure properly, rushing critical testing procedures, and ignoring warning signs of impending disaster.

Most critically, Your Honor, the evidence shows that BP had over 30 minutes to take necessary actions after receiving warnings about well control issues, yet they did nothing. This wasn’t mere negligence – it was willful misconduct driven by a corporate culture that prioritized profit over safety.

The liability for this disaster must rest with BP as the operator who maintained ultimate control and made the critical decisions that led to this catastrophe. They had the authority to accept or reject recommendations, they had control over all operational decisions, and they had the responsibility to ensure safe operations. The evidence shows they failed in all these aspects, with tragic consequences.

While our role was limited, the evidence demonstrates that Halliburton executed its responsibilities with the utmost professionalism. Not only did we comply fully with BP’s specifications, but we also went above and beyond in attempting to prevent this disaster through clear communication of risks.