On December 3, 1984, tragedy unfolded at the Union Carbide pesticide plant in Bhopal, India. Water entered a large tank where a volatile chemical was stored, starting a violent reaction. Rapidly, a sequence of safety procedures and devices failed. Fugitive vapors sailed over plant boundaries, forming a lethal cloud that moved with the south wind, enveloping slum dwellings, searing lungs and eyes, asphyxiating fated souls, scarring the unlucky.

Bhopal is the worst sudden industrial accident ever in terms of human life lost. Death and injury estimates vary widely. The official death toll set forth by the Indian government for that night is 5,295, with an additional 527,894 serious injuries. Greenpeace has put the death toll at 16,000.

The incredible event galvanized industry critics. “Like Auschwitz and Hiroshima,” wrote one, “the catastrophe at Bhopal is a manifestation of something fundamentally wrong in our stewardship of the earth.” 2 Union Carbide was debilitated and slowly declined as a company after the incident. The government of India earned mixed reviews for its response. The chemical industry changed, but according to some, not enough. And the gas victims endure a continuing struggle to get compensation and medical care.

UNION CARBIDE IN INDIA Union Carbide established an Indian subsidiary named Union Carbide India Ltd. (UCIL) in 1934. At first the company owned a 60 percent majority interest, but over the years this was reduced to 50.9 per-cent. Shares in the ownership of the other 49.1 per-cent traded on the Bombay Stock Exchange. This ownership scheme was significant because although UCIL operated with a great deal of autonomy, it gave the appearance that Union Carbide was in control of its operations. By itself, UCIL was one of India’s largest firms. In 1984, the year of the incident, it had 14 plants and 9,000 employees, including 500 at Bhopal. Most of its revenues came from selling Eveready batteries.

Union Carbide decided to build a pesticide plant at Bhopal in 1969. The plant formulated pesticides from chemical ingredients imported to the site. At that time, there was a growing demand in India and throughout Asia for pesticides because of the “green revolution,” a type of planned agriculture that re-quires intensive use of pesticides and fertilizers on special strains of food crops such as wheat, rice, and corn. Although pesticides may be misused and pose some risk, they also have great social value. Without pesticides, damage to crops, losses in food storage, and toxic mold growth in food supplies would cause much loss of life from starvation and food poisoning, especially in countries such as India. Exhibit 1 shows a Union Carbide advertisement from the 1960s that describes the company’s activities in India.

The Bhopal plant would supply these pesticides and serve a market anticipated to expand rapidly. The plant’s location in Bhopal was encouraged by tax incentives from the city and the surrounding state of Madhya Pradesh. After a few years, how-ever, the Indian government pressured UCIL to stop importing chemical ingredients. The company then proposed to manufacture methyl isocyanate (MIC) at the plant rather than ship it in from Carbide facilities outside the country. This was a fateful decision. Methyl isocyanate, CH3NCO, is a colorless, odor-less liquid. Its presence can be detected by tearing and the burning sensation it causes in the eyes and noses of exposed individuals. At the Bhopal plant it was used as an intermediate chemical in pesticide manufacture. It was not the final product; rather, MIC molecules were created, then pumped into a vessel where they reacted with other chemicals. The reaction created unique molecules with qualities that disrupted insect nervous systems, causing convulsions and death. The plant turned out two similar pesticides marketed under the names Sevin and Temik. In 1975 UCIL received a permit from the Ministry of Industry in New Delhi to build an MIC production unit at the Bhopal plant. Two months before the

pur-new-sol

Related Questions