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We work with and learn from more than 100 scientific and conservation organisations in 40 countries. This includes our global collaborative partnership agreements with major environmental organisations. We signed partnerships with the International Union for Conservation of Nature in 2007, with Wetlands International in 2008 and with The Nature Conservancy in 2009.

The partnerships support increased biodiversity conservation in the energy sector and help businesses like ours collaborate more closely with biodiversity experts. Our work with partners includes activities in the Arctic, the North Sea, on biofuels, and on operational standards in wetlands.

Shell experts worked with The Nature Conservancy, along with academics and scientists from the Dow Chemical Company, Swiss Re and Unilever on a project in 2013. Together they evaluated the potential of elements from natural systems, known as green infrastructure, to increase the resilience of industrial business operations against disruptive events such as power cuts and floods. Following a number of case studies they concluded that combining green infrastructure with more conventional technologies provides the most resilience, since each approach has different benefits.

Shell volunteers discuss taking part in Earthwatch’s global research and conservation projects for up to two weeks at a time: for example, carrying out climate change research at the Arctic’s edge. Shell works in partnership with global environmental organisations to improve its access to scientific expertise and support biodiversity conservation. For over 10 years, Shell has worked with international environmental charity Earthwatch to help its staff better understand critical sustainability challenges.

Since 2009, Shell has supported the Business Skills for World Heritage programme together with the UNESCO World Heritage Centre and Earthwatch. Under the programme Shell employees are partnered with UNESCO World Heritage site staff to improve their business skills and better manage natural areas.

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