Abstract

Before starting operations in sensitive environments, it is proposed that in order to be successful, the preparations and execution now need to extend beyond environmental impact assessments and protection measures. These traditional approaches are as important as ever but are now extending to include assessments on social impact, engaging with a broad range of stakeholders and leading independent institutions. In this way, it is proposed that in order to develop successful projects, there is a need to develop widely based involvement, support and even enthusiasm.

This paper summarises the approaches now being adopted by companies in the Royal Dutch/Shell Group, the experiences gained, including both the set backs and the successes.

Introduction

In today's world, society expects business to take greater environmental and social responsibility. Articulate your values - say what you stand for - then do what you say you will do, with no gaps between policy and practice. There is an expectation of openness and transparency. Business should engage stakeholders on important issues to build trust.

An appreciation of these trends led the Royal Dutch/Shell Group to revise its Business Principles in March 1997 to include a commitment to contribute to sustainable development. For Shell, sustainable development is about balancing the often-competing demands of people, profits and planet and integrating them into decision-making processes.

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