Shellfish are filter-feeding organisms; they strain the surrounding water through their gills which trap and transfer food particles to their digestive tract. If the water they are housed in is contaminated with disease-causing organisms, these organisms are also trapped and consumed as food. Because shellfish pump large quantities of water through their gills each day, even low concentrations of harmful organisms from the waters can reach dangerous levels in the shellfish. If shellfish containing these organisms are eaten raw or partially cooked, illness may result.
Shellfish are bivalve mollusks such as clams, oysters, and mussels. [The term shellfish does not include crabs, lobsters, or shrimp.] Therefore, to protect public health, it is mandatory that shellfish be harvested from approved shellfish waters where protective standards have been met.
How do diseases and poor water quality affect oysters?
In addition to harvest pressure, the Bay’s oysters face a number of other challenges. One of these is disease. Since the 1950s, the oyster diseases MSX and Dermo have decimated the Bay’s remaining oyster population.
The Bay’s oysters have also been impacted by poor water quality.
- Changes in land use over the past century—more agricultural and urban and suburban areas and fewer forested areas—have increased the amount of nutrients and sediment that enter the Bay.
- Excess nutrients fuel the growth of algae blooms that deplete oxygen in deeper waters and can hinder the development of oyster larvae.
- Oysters that are under stress from poor water quality or burial by sediment are likely more prone to disease.
BP or British Petroleum campaigns on the idea that BP is synonymous to “Beyond Petroleum.” However, the use of beyond petroleum to describe BP’s energy strategy and policy is contradictory or even misleading. More from Slate.com:
So what’s with this “Beyond Petroleum” stuff? BP has a huge investment in an intensively competitive commodity business. By and large, you’ll get virtually the same performance, price, and customer experience at Sunoco as you will at BP. Cars don’t develop tastes for brands of gas the way humans develop tastes for brands of soda or potato chips. Neither, by my own unscientific polling, do people. Oil retailers differentiate themselves by offering premium coffee in the stores or providing ease of payment through gizmos like Mobil’s Speedpass or, in BP’s case, by projecting a favorable brand image.
Highlighting environmentally friendly products has emerged as a popular way for retailers and consumer-product companies to strengthen bonds with discerning customers. Think Home Depot’s rainforest-free lumber, McDonald’s biodegradable Big Mac wrappers, and the entire Body Shop. Ford briefly aspired to eco-friendliness with its drive for greater fuel efficiency but canned it when the financial going got tough.
By running these ads and by doing things like powering gas pumps with electricity generated by photovoltaic cells, BP sends a message to conflicted SUV drivers—I’m one of them—who sleep better after filling the 14-mile-per-gallon Jeep from an energy-efficient pump. What’s more, it obtains what no global oil conglomerate can buy: positive coverage in the media. (The New York Times in particular seems to have a soft spot for anything that smacks of renewable energy.)
BP’s campaign inspires no small amount of cognitive dissonance. The company proudly notes that it will invest $15 billion in oil properties in the next 10 years. But while a release notes that “BP holds a leading share in the global market for photovoltaic modules, which turn sunlight into electricity,” you’ll search far and wide on its Web site without finding any dollar figures attached to it. You can be sure that “leading share” is a lot closer to $15 million than $15 billion.
More significantly, the Beyond Petroleum campaign seems to argue for the disappearance of the company’s core product. If our kids should be so fortunate as to live in a world beyond petroleum, one in which cars, factories, and electricity plants are powered by an alternative power source—hydrogen, fuel cells, electric batteries, ethanol, fission, or fairy dust—it’s a virtual certainty BP won’t be the one to get us there.
Big players in industries—especially dominant ones—can survive and even profit from dramatic inflection points. IBM adapted from the mainframe to the PC, and Microsoft has survived the transition to the Internet. But giant companies in competitive, capital-intensive businesses, which are owned by shareholders with short time horizons, have difficulty mustering the will to develop a new product that will render existing ventures obsolete.
In The Innovator’s Dilemma, Harvard Business School’s Clayton Christensen argued that established players are constitutionally disinclined to develop disruptive technologies on their own. Why? Incumbents spend too much time and resources satisfying their customers’ current needs—in BP’s case, the need for cheap oil and gas. As a result, they fail to latch on to new technologies that may turn into products that customers might need or don’t even know they need.