(First published in Forbes.com, April 20, 2012) Two years have now passed since the explosion at BP’s deep-water rig in the Gulf of Mexico. In the aftershock, the world watched BP and its chief executive, Tony Hayward, make blunder after blunder while their crude continued to gush, literally and figuratively. BP’s talk about caring for the environment was for naught, as its actions failed to match its message. And although the company finally fired Hayward, paid restitution, enhanced its drilling standards, and sponsored several feel-good TV commercials, it has failed to regain the trust it supposedly covets. Why? Because the public still holds the view that BP is dealing with the Gulf disaster’s fallout not because it wants to but because it has to.