I don't either, but you are mistaken if you think CEO's, particularly of the size of BP are on top of every little detail. Since I have worked in corporations all my life my experience should count for something. In virtually every case I saw a screw up it was without exception some middle manager cutting corners to angle for a promotion.
Of course there are schedules to meet and budgets to adhere to, but it is up to lower managers to push back if something is unreasonable. Too often, a middle manager over commits and rather than go to his boss with a delay or overrun he violates company policy. I've seen it personally.
If you studied the Challenger disaster it points out another source of ticking time bomb. During earlier flights, engineers notice blowby on O rings. After a number of flights the max was something like 30%. Rather than say, "there should be no blowby", they said blowby of up to 30% is acceptable before reshaping the joint.
So like the shuttle, BP, Japan, etc. virtually every day, day in/day out, there were zero problems. But also statistics were not on their side. In the case of the Challenger, since 30% was never exceeded, it was assumed that was the max. The problem was it was the max THUS FAR! There was no scientific reason the max wouldn't be complete blowby.
Think about it, these were some of the best scientists and engineers in the world working on a high profile, very public, government run project and they still fell into a very common trap. I can almost guarantee the BP disaster would fall under a similar paradigm.
A flaw of both the right and the left is they draw cartoon charactures of very complex situations, and that simply is not reality. CEO's do not go home at night and twirl their mustaches dreaming up new ways of raping the environment and screwing over their employees, I've know too many personally to entertain that view.
In the end, CEO's are responsible for their corporations but as any one of them will tell you, at some point you have to trust your employees will do the right thing. Unfortunately that isn't always the case. In 99.9% of those cases the screwup is benign, and the manager is "encouraged to seek employment elsewhere". In rare cases they get away with it long enough that statistics catch up with them.
BTW, as an engineer, "designing it right" is much harder than you think.
Getting back to the original thought. The company will put a high priority on methane leaks, as a CEO would you want to see your profits literally vanish into thin air?

Every pound of fuel leaked is a pound they reap no profit on. Like the BP spill, do you think they prefered seeing their profits spilled all over the ocean rather than in tankers ready for sale? You could totally ignore environmenat impact and the company would still have a huge incentive to minimze "product loss".