Figure 2 shows that three organizational layers were found responsible for this case: Basic events, decisions, and organizational level. It should be emphasized that BP management stated that the report of the presidential commission along with the company’s own investigation conducted in September 2010 coincides with the conclusion that the responsibility for the accident in the Gulf of Mexico lies on several companies, including BP, Cameron, Halliburton, Anadarko, Hyundai, and Transocean. In particular, British Petroleum (BP) did not have adequate response measures to ensure safety, including the inability of workers to identify the first signs of an imminent accident. Reviewing the case study by Ingersoll, Locke, and Reavis (2012), it becomes evident that the violations were systematic. The combination of the above factors caused the mentioned accident. The experts detected that various repairs required immediate attention. The problem is that the Deepwater Horizon disaster accident was caused by errors in the management of companies involved in the development of the field, including weak safety measures, changes in organizational issues and leadership as well as Macondo Well project’s multiple mistakes and repairs of the platform. The accident occurred in Mexican Gulf in 2010 affected the environment, economy, and social life of the US.

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