Public outrage at Shell plans to sink the decommissioned Brent Spar in deepwater in the Atlantic shocked the organisation. Independent experts and the government had agreed this was the best option. Yet the controversy had damaged our reputation as a responsible business. Our understanding of the sensitivities, creativity in finding solutions and communications had been inadequate. This was shown four years later, when – after extensive public consultation – the cleaned sections of the buoy’s hull were recycled as the base for a new quay in Norway. We recognised that we needed to change our approach – not just to offshore decommissioning in the UK, but to how we conduct all our operations everywhere. We had learned that, while good science and regulatory approval are essential, they are not sufficient. We needed to engage with society – understanding and responding to people’s concerns and expectations. We had to be clearer and more transparent about our plans and actions. So we made a commitment in our business principles to contribute to sustainable development. An annual Shell Report assesses our progress while Tell Shell provides an internet forum for people to question us and tell us what they think. Rigorous assessment of the environmental, social and health impact is now required before commencing all our new projects and major facility developments, including decommissioning. This involves systematic engagement with stakeholders. And we will not look for oil in natural World Heritage Sites. Working together with those with expert knowledge of the environment helps us to make better decisions. Examples include our work with the Smithsonian Institution on managing the impact of oil operations on biodiversity in African rainforest, and involving the IUCN and independent scientists on the endangered whales offshore Sakhalin. We need to develop the fossil fuels that the world will depend on to meet expanding energy needs. At the same time, we are responding to climate change by tackling our own emissions and developing better fuels and new energy sources. This approach – based on clear principles, standards and systems – is now an integral part of how we make and carry out our business decisions. That doesn’t mean we have nothing more to learn. Balancing diverse pressures requires difficult judgments. We have to consult as early and fully as possible and be willing to listen and change. We must admit mistakes and demonstrate both that we try to put things right and to learn. We aim to keep on learning every day.
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