MasterResource, a free-market energy blog, continues to attract new talent and a growing audience. We have had approximately 45 authors to date, and our cumulative views have exceeded one-half million.

We are not a mega-blog, but we are an important addition to the energy literature that will, like a good book, be accessed and referenced for years to come.

At Technorati, MasterResource has consistently been in the top 25 (out of 1,550) “green” blogs and has reached as high as #7. But more importantly, serious students of energy policy are regulars at our site, reading our once-a-day, in-depth post or tracking down material on what Enron/Ken Lay really did, what Jim Hansen or John Holdren really said, or what BP was doing under John Browne. We preserve the excesses of the smartest-guys-in-the-energy-room for posterity.…

[Editor note: Part I in this series reviewed the praise for BP and Enron from the Worldwatch Institute. Part II delved into the reasons that BP tried to rebrand itself as “beyond petroleum.”]

“Such [progressive] leadership [on climate change] may give BP Amoco better access to government-controlled oil deposits and more operating flexibility.”

– Kimberly O’Neill Packard and Forest Reinhardt, “What Every Executive Needs to Know About Global Warming,” Harvard Business Review, July/August 2000.

The Worldwatch Institute sang the praises of BP’s it’s-a-problem, we-can-solve-it approach to climate change. Far Left environmentalist Joe Romm featured John Browne/BP in his book Cool Companies as a leading example of corporations going green for profits and virtue.

Both Worldwatch and Romm were wrong–dead wrong–about BP, just as they were also wrong about climate-alarmist Enron and Ken Lay.…

[Editor note: Part I in this series examined praise for BP and Enron from the Worldwatch Institute. Part III examines a Harvard Business Review article linking BP’s ‘beyond petroleum’ strategy to special government favor, including drilling on government domain.]

Consumer boycotts of Shell and pressure from Greenpeace … [and] speculation that Shell might shift its position on climate change led BP CEO John Browne to look more closely at climate change. He decided to set a new company policy that would set BP apart from the competition—the product differentiation strategy.

– Gary Gardner, “Accelerating the Shift to Sustainability.” In Worldwatch Institute, State of the World 2001 (New York: W. W. Norton, 2001), p. 101.

With great big blobs of oil washing up on the shore, it is almost comical—no, it is comical—to see some of BP’s erstwhile friends in academia and other centers of high-minded thought running for cover.

[Editor note: Part II in this three-part series delves into the reasons that BP tried to rebrand itself as “beyond petroleum.” Part III examines a Harvard Business Review article linking BP’s ‘beyond petroleum’ strategy to special government favor, including drilling on government domain.]

“A growing number of corporations are moving beyond denial to acceptance and action on climate change, some seeking competitive advantage by anticipating rather than responding to future policy changes.”

– Seth Dunn and Christopher Flavin, “Moving the Climate Change Agenda Forward.” In State of the World 2002 (New York: W. W. Norton, 2002), p. 25.

Just imagine if John Browne had used the time and resources BP spent on climate alarmism and ‘beyond petroleum’ on real safety and environmental issues.

BP might still have a capitalization of $150 billion and not face a potential worst-case scenario of bankruptcy and ruin.…