Shell: struggling to build a better world?

Shell’s new social strategy was to a large extent initiated by the events in 1995 (Saro-Wiwa and Brent Spar incidents), and this paper discusses how Shell has reacted strategically to the broadening social agenda.

The main conclusions include:

• Shell’s new strategy which encompasses social issues has been accompanied by a strengthening of management and reporting systems, cooperation with NGOs and international organisations, and increased openness regarding its social performance
• Shell reports more than other oil companies, and, in particular, on the use of security forces. However, will a critical public, looking at Shell’s rhetoric, begin to require more in terms of concrete and measurable action?
• Shell’s cooperation with aid organisations and NGOs may be seen as an indicator for the development of the company’s strategy; yet much will depend on how successful its current initiatives are judged after some time
• Shell can be seen as moving to embrace a broader social agenda, with possibilities for the future in evaluating how its core activities affect the economic and social structures in the countries in which it operates. However, up to now this has not been a priority on the company’s agenda, at least not in the publications it presents to the public

[Adapted from author]