Contents

 

 

The documents in this folder provide materials to help us think about how to contribute to Sustainable Development
as we go about our business. They can be used by anyone, at any level in Shell. By applying the processes and
tools described here and by thinking about how our work or project fits in, we can integrate the economic,
environmental and social elements of our business to achieve our aspirations and meet our commitments.

The material in this folder is also available on the Sustainable Development web site which will be regularly
updated. com

Sustainable Development Making it Happen
THE SUSTAINABLE DEVELOPMENT MANAGEMENT FRAMEWORK 

This booklet gives an overview of what Sustainable Development means for Shell, our aspirations and commitments
and the Sustainable Development Management Framework. It can be used by anyone, at any level in Shell, to think
about how to turn our commitment of contributing to Sustainable Development into a practical reality.

Because this booklet may be useful in engagement with people who do not work for Shell it is classed as
Unclassified? according to the Group guidelines.

. Sustainable Development In Action
WORKED EXAMPLES AND CASE STUDIES

This section provides some worked examples Of how different people and groups have made, or are making,
contributions to Sustainable Development.

Because we would like the sharing of learning inside Shell to be as Open as possible the worked examples are
classified as Restricted2 according to the Group guidelines.

3 Sustainable Development Toolkit
TOOLS AND REFERENCES

The toolkit gives some practical ideas, tools and references that may be helpful in making Sustainable Development
part Of your day-tO-day business. The tools are documented on the enclosed diskettes and the content pages give
a brief outline of each tool.

Because a number of tools represent Group best practices the toolkit is classified as Restricted2 according to the
Group guidelines.

0 Sustainable Development Step by Step
THE SUSTAINABLE DEVELOPMENT MANAGEMENT FRAMEWORK DETAILED STEPS

This booklet is for people who want to put the Sustainable Development Management Framework into practice.
Links to some Of the major existing systems are shown and there is a more detailed description Of the deliverables,
activities and key competencies underlying each step Of the Framework.

Because this booklet represents the detail Of the Sustainable Development Management Framework it is currently
classified as Restrictedz according to the Group guidelines.

Each of the companies within the Royal Dutch/Shell Group of companies is a separate and distinct entity. In this publication, the expressions ?Group? and ?Royal Dutch/Shell Group? are used to refer to
the companies of the Royal Dutch/Shell Group as a whole. The words ?Shell?, 1we' and ?us? are used in some places to refer to the Group and in others to an individual Shell company or companies Where
no useful purpose is served by identifying it or one of them more particularly.

This publication is prepared by Shell International Limited (SI) for companies of the Royal Dutch/Shell Group; it is issued for the guidance of these companies. 5/ is not aware of any inaccuracy or omission
from this publication and no responsibility is accepted by 5/ or by any person or company concerned with furnishing information or data used in this publication, even in the event of their neg/IgenCe,
for the accuracy of any information or advice given in the publication or for any omission from the publication or for any consequences whatsoever resulting directly or indirectly from the use of
information or reliance upon guidance set out in this publication.

?$hell International Limited (SI), 1999. Permission should be sought from 5/ before any part of this publication is reproduced, stored in a retrieval system, or transmitted by any other means. Agreement
will normally be given, provided that the source is acknowledged.

?Unclassified information which may be shared without restrictions, as it is unlikely to result in any harm if disclosed to outside parties.

?Restricted information which can be freely shared with staff in She// and Associated companies", but not with third parties.

?Shell company staff" includes all staff, contractor staff with a personal contact, designated non?Shell and contractor staff ifsuch access is required for the business, has been authorised by a Shell line
manager and a confidentiality agreement has been signed. ?Associated companies are those where a business rationale for access to Restricted information has been approved for selected cateqorles
of staff by the responsible regional business adviser

 

Sustainable Development
making it happen

 

 

 

 

m. :19me an?? we 

-. -o ., 
. wrfn-u $.13 
. .

   

 

 

 

At a time when we are striving with

determination to improve our financial
performance, one could ask why we are worrying about
concepts such as Sustainable Development. The answer is quite
simple financial performance is essential, but without working
on the other two legs 'of the stool, environmental and social
performance, we will not have developed a business platform

that is balanced and sustainable in the long?term.

As 1 travel around the world, find people in areas as diverse
as China and California asking the same kinds of questions and
worrying about the same sorts of things. Most people want
economic development and the personal freedom that comes
with it, including personal transportation. But then they worry
about the resulting gridlock and the fumes. People want
instant access to reliable and cheap sources of energy, but
then they worry about the possible impact on global climate.
People see the very great disparities in wealth and social
conditions in different parts of the world and often within their
own countries. They do not feel comfortable about it, but they
worry about how we could conceivably bring the mass of the
world?s population to even moderate levels of development

without unsustainable demands on the world?s resources.

The people talk about are of course our customers. We need

to provide them with solutions and products which address

some of these dilemmas. We need to provide them with a
variety of energy products, materials and services which meet
their requirements economically, but also in a way which does
not do so to the detriment of the environment. We need to
convince them that our activities, and their support for us, do
not lead to unsustainable social differences but create wealth
which benefits society as a whole. And we need to convince
them that there is a clear path for the future development of
our industry which will benefit the next generation. If we can

do these things, we will really be the company of first choice.

So why do we need a Framework? This is not just another
piece of bureaucracy or defensive decoration for the book shelf
to be pulled out in case of emergency so we can say ?Yes, of
course, we have one of those too! This is a Framework to
help each one of us think about practical solutions to some

of those dilemmas our customers worry about. We can have
overall strategies to address some of them at a corporate level,
but the real impact comes with the everyday examples and
behaviour of each one of us thinking about how our work
or project fits into the Framework. Who will be affected by it?
Have we thought about their needs and concerns? What are
the risks? Can we set hard targets? How are we going to
achieve them? Can we measure how we are doing? And then
review progress? We can apply this process to jobs small and
large and if we do it well I am convinced that we will take a
big step towards addressing some of those dilemmas which
our customers, actual and potential,

struggle with. And if we can do that

it is worth a great deal. To all of us.

?/ng

 

 

 

 

Ask 

 

 

 

0 How am helping to integrate Sustainable Development
into our day?to-day business?

0 What do people around me understand about
Sustainable Development?

0 How do our business activities planning, decision making,
target setting, appraisal and reward) take into account economic,
environmental and social considerations?

0 How do we identify stakeholders and the risks and opportunities
that are most important?

0 How do we involve stakeholders in our business?
0 How do we measure our business performance?

0 How do we demonstrate to stakeholders what we did compared
with what we said we would do?

0 How do make sure that we don?t repeat mistakes and that
we take advantage of the things we did well?

These are the types of questions we have to ask ourselves in order to meet our commitment to contribute

to Sustainable Development and to embody it in the planning and daily conduct of our business.

This booklet provides a framework for all of us to address the questions but it cannot provide
all the answers. They are different for different people and situations, and will evolve as we learn

more about Sustainable Development.

You do not need to be a manager to use this booklet or the Sustainable Development Management
Framework. It can be used by all of us, at any level in Shell, to think about how to make our

commitment to contribute to Sustainable Development a practical reality.

 

 

 

 

 

 

 

Sustainable
Development

Aspirations and
commitments

 

Shell companies are committed to contribute to
Sustainable Development and embody it in the daily

conduct of their businesses.

0 What is Sustainable Development?

Sustainable Development is about integration and balance.
Integrating the economic, social and environmental aspects

of everything we do and balancing short-term wants with
long-term needs. Sustainable Development applies to everyday
choices we make like how we dispose of our waste as much

as to large regional projects.

To contribute to Sustainable Development we must approach
our business in a different way. A way that meets the needs
of the present without compromising the ability of future
generations to meet their own needs?. Finding this balance
between the long-term and the short?term requires us to think
about more than just how much money we will make today.
We must take economic, environmental and social considerations

into account in everything we do.

Because Sustainable Development means taking a broader,
more integrated approach to our business, it opens up exciting
business opportunities in emerging markets and new customer
groups. Sustainable Development is a way of developing and
safeguarding our reputation and it will help us develop our

businesses in line with society's needs and expectations.

Society is still exploring exactly how to put

 
 
 
 
 
 
 
  
 
  

Sustainable Development into practice but
it is clear that we are on a journey
and not aiming at a known
end point. For Shell, this
journey is part of our
transformation to
become 'top
performer of

first choice'.

Achieving our aspirations,
meeting our commitments

We aspire to be a leader in the economic, environmental
and social aspects of everything we do; first choice for our
shareholders, our customers, our employees, those with

whom we do business, society and future generations.

We believe that our commitment to contribute to Sustainable
Development holds the key to our long-term business success.
The values that underpin Sustainable Development are embodied
in our Business Principles that provide the foundation for

everything we are and everything we do.

We will strive to help build a better world in which current
and future generations enjoy greater economic, social and
environmental security. We will embrace the concept of
Sustainable Development in our business decisions, large
and small. In this way we will continue to create value for our
shareholders and society, while being responsive to society's
changing expectations. We will participate fully in the
development of sustainable, commercially viable alternatives

to fossil fuels.

We will evaluate the economic, environmental and social impact
of our options and strive to get the balance right in our decisions.
This will mean that some business decisions will be made differently

and some may have different outcomes from the past.

We will seek out and value the views of others. We may not
always agree about everything with every stakeholder, but we
will participate in an open and honest process of engagement

to develop a shared understanding.

We will be open about our progress; wherever needed, we will

provide external verification.

We believe too, that Sustainable Development is everybody?s
responsibility. We will therefore actively encourage our
service providers, partners and contractors to support us in

our commitment.

This is the Brundt/and Commission de?nition of Sustainable Development
which is commonly used in She//

 

 

 

 

Integrating Sustainable Development
into our Business

The Shell Group of companies has made a strong public
commitment to embed Sustainable Development into our
business processes and is already getting some recognition
for this. Making Sustainable Development part of our normal
behaviour, at all levels of the Group, is a huge challenge

in which everyone will need to take an active role. A clear,
consistent structure will help us move forward; enthusiasm

and determination will accelerate our progress.

Many parts of the Group are already adjusting business processes
to make sure they take economic, environmental and social
considerations into account. This means that the criteria by

which we measure success and make decisions are changing.

This booklet describes a Sustainable Development Management
Framework that can help all of us in Shell manage our business
in a way that takes Sustainable Development into account. Specific
actions for each of us are different, but the Framework provides

a way to help us structure our approach and learn from each other.

The Framework incorporates external best practice and has been
designed with a large and diverse team from across the Shell
Group. It consists of a series of inter?linked steps, forming

a cycle, which we can use to help us integrate and balance
the economic, environmental and social elements of our every
day business. Incorporated in each step are clearly a number
of deliverables and activities with associated competencies.
This structure will enable us to appraise, report and continuously

improve our performance in all three areas.

The Framework can be applied over any time frame and to a
wide range of situations. For example, developing a business
plan, managing a small project, in everyday business. It is not
necessary to start at one specific place in the Framework, but

over time we need to be able to complete all of the steps.

We already carry out many of the steps and activities
described in the Sustainable Development Management
Framework (for example within the Business models, HSE,
HR and finandal management systems). We typically carry
out our business in a ?plan, do and review? cycle and
integrating Sustainable Development does not change

that familiar sequence.

 

0 What?s new?



The Framework extends and builds on existing systems

with a focus on integrating all three elements of Sustainable
Development in each step. That?s to say taking economic,
environmental and social considerations into account as we go
about our business. We need to bring together and understand
these different factors as teams and show good decision?making
skills to do this well. The results of our decision?making must

be transparent to stakeholders. Tools such as scenario planning

and the Sustainable Development ?triangle? can help us here.

ENGAGEMENT

Systematically identifying and engaging with stakeholders
from the earliest stages of planning is also something that
differentiates the Sustainable Development Management
Framework from a traditional management process. We
need to be open?minded, have the ability to understand

a different perspective and have good engagement skills
to do this well.

REPORTING AND VERIFICATION

Being able to demonstrate what we have done and why

we have done it is increasingly important in building trust
with stakeholders and it also helps us to focus our attention.
Society expects us to be open and transparent and we must
meet these expectations. Anticipating and understanding our
stakeholders? needs, as well as good communication and

recording skills are important here.

BEHAVIOUR AND SKILLS

Sustainable Development is about a different mindset and

behaviour rather than a number of years of technical training.

The overview, decision-making and engagement skills we need
to make Sustainable Development part of our business are skills
that anyone can develop as long as they are open and willing
to learn. Valuing the diverse backgrounds and approaches of

those around us will also increase our effectiveness.

 

 

 

 

Sustainable Development

engas

Review,
incorporate
learning

Report and
communicate
performance

. Vis
Core Pi

Monitor and
measure

 

We take economic, environmental and social c.

 

Management Framework



?gar?: Demonstrate
leadership

identify
stakeholders
and risks and
opportunities

Prioritise
risks and
opportunities
and set
objectives

ine strategy,
ets and plans,
ilise resources

en?L

 

siderations into account in everything we do.

 

 

The Sustainable
Development

Management

Framework

 

Each of the steps in the Sustainable Development Management Framework involves a number of activities. They are summarised

below as if they were a complete and ongoing process, with an explanation and some examples to help you assess how well what

you already do in your day-to-day work contributes to Sustainable Development.

0 Consider how Sustainable
Development helps

achieve our aspirations

0 Demonstrate leadership and
commitment to Sustainable

Development

0 Communicate vision and

enrol others

- Empower front-line to act

0 Set selection criteria

0 Scan for relevant risks and
opportunities and

stakeholders

 

. Vision, Core Purpose and
Business Principles

We consider how Sustainable Development helps us achieve our aspiration of
?top performer of first choice? as articulated in the Shell Business Framework.
Sustainable Development is the practical expression of our Core Purpose of ?helping
people build a better world? and with the Statement of Business Principles, is central
to the way we do business. As a result, all of our activities should incorporate

economic, social and environmental considerations.

0 Demonstrate leadership

We demonstrate strong, visible leadership and commitment to Sustainable Development.
We define and communicate a locally meaningful vision and enrol others in this vision.
We ensure that motivators (such as scorecards, appraisal and reward systems) are aligned
with Sustainable Development objectives. We set and communicate clearly defined
aspirations with supporting policies, and make sure systems exist to help implement them.
Our aim is to create and maintain a culture that contributes to Sustainable Development

through the actions of the company, individuals and those with whom we do business.

0 Identify stakeholders and risks
and opportunities

We set top level criteria for identifying stakeholders and risks and opportunities,
making sure that we have taken account of economic, environmental and social
considerations. Through engagement we scan our environment for any relevant risks
and opportunities, using our own internal networks and with external stakeholders.
As a result, we know and record which issues are significant and who the relevant

stakeholders are for each of these risks and opportunities.

 

0 Evaluate and prioritise risks

and opportunities

0 Determine ways to address

risks and opportunities

0 Screen current activities and

plans

0 Establish measurement

process
0 Define range of options

. Set objectives

0 Scope the risks and

opportunities

0 Establish a strategy to meet

the objectives

0 Plan and communicate how
we are going to meet the

objectives

0 Put in place resources and

organisation to meet goals

0 Put our plans into action

 

. Prioritise risks and opportunities
and set objectives

In order to focus our efforts, we evaluate and prioritise risks and opportunities that

we have identified and assess who the relevant stakeholders are. We consider what
we can do to address these risks and opportunities. Bearing in mind the views of our
stakeholders, we re?evaluate our current activities and plans and decide how to
measure progress. We also decide which key performance indicators we will use and
relate our data to our performance targets. For each risk and opportunity, we assess
the range of options we have, together with their associated implications, before

finalising our objectives across all dimensions of Sustainable Development.

0 Define strategy, targets and plans,
mobilise resources

We identify the strategy needed to meet our objectives and record how we decided
strategy and our targets and our stakeholders? views. Our plans show how progress
will be measured and what will be subject to verification. Plans and targets are
communicated, allowing for more detail as appropriate (for example individual
or team tasks and targets) and we make sure they are understood. We set up
a suitable organisation, adequate resources with the required skills and define
authorities and responsibilities to make things happen. We apply well-understood
standards and procedures to show how individual performance will contribute

to the overall plan. We also apply these requirements to contractors and to joint

ventures under our operational control.

0 Carry out plans

Our plans, which integrate economic, environmental and social considerations into

our activities, are effectively put into action.

 

 

 

- Take agreed measurements

and store data

- Analyse and monitor the

results

0 Act on conclusions

0 Gather and prepare available

information

0 Verify relevant performance

measures externally

- Select what, how and to

whom we will communicate

- Finalise reports and

communicate appropriately

- Review performance against

plan

0 Review how effective the

process is

0 Learn from the results and

identify opportunities

- Incorporate learning and

revision if appropriate

 

   

. Monitor and measure

We measure both hard and soft data that act as indicators for the economic,
environmental and social aspects of our performance, ensuring that we involve
stakeholders as we said we would. We monitor how activities are carried out
and controlled, investigating unusual results. Where action is needed to meet
our current plans, or where we need to modify the plan, we make and document
any immediate changes required. We also identify any significant opportunities

or risks that emerge.

. Report and communicate
performance

We request and gather our performance data relating to all three areas of
Sustainable Development, collating and aggregating the results as agreed.
Where appropriate, the accuracy and appropriateness of performance indicators
is verified independently. We select suitable reporting formats, finalise the
information for the reports and communicate in a way that meets the wishes
and expectations of our stakeholders. We report performance at the Group level

in a consistent way.

0 Review and incorporate learning

At intervals we formally review actual performance against plans. We analyse and
seek to understand any variances. We review and assess the overall effectiveness

of our business processes to ensure their continuing suitability for embedding
Sustainable Development. We reward business behaviour which takes Sustainable
Development into account. We learn from the results of these reviews and incorporate
any feedback from stakeholders to understand how we can improve assessing the
implications of any improvements we may make. We act on any quick wins and
identify focus areas for improvements. We reconsider our vision as the world around

us changes.

 

age

. Identify process owner

0 Research your own and the
stakeholders? objectives,

thoughts and interests
0 Choose engagement mode

0 Hold dialogue with the
stakeholder and build

the relationship

0 Measure output of

engagement

 

  

 

. Engagement

Engagement is about developing a shared understanding and respect for each
other's positions, interests and needs with respect to a particular issue. It does not
mean that we give up our role in decision-making, instead it allows us to make
better, more informed decisions. For each risk or opportunity, we identify who the
appropriate people to engage with the stakeholders are and who has the authority

to make commitments for us as Shell.

Before engaging with stakeholders, we clarify our own position and consider the
stakeholders? position on each issue, taking account of experience of previous
relationships and the particular situation. We assess where the greatest similarities
and differences are likely to be and set objectives that may be refined once the

dialogue develops.

In choosing how we engage and carry out the ongoing dialogue in the most
appropriate way, we make sure we respect the experience and wishes of our
stakeholders. After each exchange, we review what progress we have made both

on the issues and in developing our relationship with the stakeholders.

We document the output of our dialogue, including agreed action plans, performance
indicators and our progress in building the relationship, as input for reporting on our

performance in all aspects of Sustainable Development.

 

 

 

Sustainable
Devek3 0rnent

in action

 

 

 

 

A worked example

     

Smit, Cees 

 

To: Smit, Gees 
Subject: RE: Sustainable Development in Action
Cees,

that my main thought was 'Oh no not another

Well When the document landed on my deskl must admi
line, which, as you keep reminding me,

initiative'. Was also a bit cynical about how it would help my bottom

is not exactly healthy at the moment.

On reading the document it seemed to make sense but it was only when looked at the worked examples in

the folder that got an idea of What We could actually do.

had to do was find out a bit more about Sustainable Development (and educate the rest of the

The first thing 
in the booklet helps, and i thought one of the most useful things

management team here). The Web page reference
was the Plain English Guide to Sustainable Development available from Expro.

We had a meeting amongst the management team and presented What the Group and Business aspirations

are so that we could decide where we fitted in.
und that wheel diagram to see which bits we?re already doing.

The first thing we did was talk our way aro
nse really and we're already doing a lot

realize now that it's not really a new initiative, it makes common se
of it. Here Were the key things that we picked up:
as much as we should. We're talking to some

We certainly don't engage with stakeholders anywhere near
hat's probably something that you'll find too.

stakeholders but we don't have a structured way of doing it. 

As part of our Asset Reference Planning, we regularly sit down with the team leaders and brainstorm on our
Weaknesses, Opportunities and Threats. We tend to focus on the financial and environmental side
and think we need to involve all disciplines and also some people from the site, so we can really work out

What's happening on the ground and look at our social impact too. We need to minute this rather than just
keep a record of the top three like We used to.

We're better at looking at risks (particularly as part of HSE cases) than we are at looking at opportunities.

There's a couple of new things in the toolkit Which we might try, l'll let you know how We get on.

i think it's going to be difficult engaging the stakeholders and we're going to send a few people on some
training for this. Stakeholders like staff are covered in our HR processes but head office normally talks to the
local community. There's a pretty comprehensive EP guide that gives some ideas and again the worked

examples give some ideas too.

think the key thing that's different in strategy, targets and so on is that you have to take account of the
social and environmental aspects of a project too. We need to get more people round the table so that we can
be clear What we're juggling with. My last GM just used to lay down the law here and tell people that if they
had not taken social and environmental aspects into account he did not give the go-ahead. it was excellent,
he just had a clear commitment that he wanted it done properly. He laughed at the idea of quantifying each

of the three elements and balancing them and think agree. It?s just about good decision-making. think as
long as it's clear to the outside World that we've genuinely taken the environmental and social considerations

into account as Well as the financial, We?ll be fine.

Carry out plans, they make it sound so easy there in corporate centre!

Monitor and measure, it sounds obvious but again the thing we're missing is the integration of the three
elements. When we did sit round the table we realized that the discussions that HR are having With the staff
at the moment can help us measure perception of our performance. We think that'll be just as important as
the financial figures in some ways.

need to, maybe we'll just have to report on

and communicating 
to make a list of who looks

teresting point that we ought
ld get hold of it easily.

We reckon that We do all the reporting
some different things next time. Jim brought up an in
after what data, so that if a stakeholder asked us we cou

 

 

 
 

 

 

 

 

 

 

 

 

 

  

 

 

 

 
 
 

 

 

 

 

 

 

 

 

 
 

 

 

 
  

 

 

 

 

 
 
 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

  

 

 

 

 

 

 

 

 

 

 

 

 

 
  

 

  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

   

 

     

  

On that note l?m going to speak to John about the criteria We use for peer reviews think they should
include some elements to test how much people have thought about Sustainable Development. What do
you think?

   
   

Anyway, I hope this helps.
Best Regards,

 
  

Jane

 
  

~Original Message~

   
  

   
 
 
 
 
 

 

From: Smit, Cees 
Sent: 16 April 1999 19:13
To: Harris, Jane 

Subject: Sustainable Development in action

 
   
 
 

Jane,

     

i thought l?d follow up by asking you how you are getting on in integrating Sustainable Development into the
everyday business of running Asset North. l?d really like to know what are the learning points and the ?tips? for
how we can go about integrating it here in Asset South.

Thanks,

 

   
 

 
   

     

Cees

 

 

 

 

Sustainable
Development
Next steps

 

0 What happens now?

Integrating Sustainable Development into our business is already
happening in many parts of the Group. The CMD have taken
ownership of the Sustainable Development Management
Framework at Group level and a Sustainable Development
Council made up of Business executive committee and
Corporate Centre heads chaired by Mark Moody?Stuart is

responsible for steering Sustainable Development.

At Group level we are already incorporating Sustainable
Development into our business processes: the scorecard,
decision-making criteria (502F), planning, appraisal and reward
systems are changing to take economic, environmental and
social considerations into account. We have begun reporting
our economic, environmental and social performance in an
integrated way in the Shell Report and in detail in the Annual
Report, the HSE reports and Shell?s Investment in Society report.
We will continue to ask for data and examples from the

OUs and Businesses so that we can tell our stakeholders

openly about our progress.

 

 

. What next?

We will all be affected by the changes resulting from the
Group level implementation of the Sustainable Development
Management Framework.

Just as at the Group level, we can all use the Framework to help
us manage our business in a way that is consistent with the
concept of Sustainable Development. What you do next will
depend on what you are already doing. Below are some ideas
of how to move fonNard. Examples of how others are putting
Sustainable Development in Action may also help you.

WORK OUT THE 

Working out where the gaps and duplications are allows
us to focus our efforts and resources.

Working around the wheel and comparing it to what you already
do can help identify where there are gaps in your activities,
or where your current activities today do not cover all three
aspects of Sustainable Development. You can also see where
there is duplication in your systems or where your business
processes could be more efficient.

FILL THEM

Finding out what?s happening elsewhere means we don?t have

to re-invent the wheel.

The Framework is a flexible template for the Group, the Businesses
and OUs and can be adopted and modified to fit specific needs,
while giving the necessary consistency to report our overall
Sustainable Development performance at the Group level.
Having worked out where the gaps and duplications are you
can work out how you can fill them most efficiently. Checking
what other people have done and which systems are used in
other places stops re-invention of the wheel.

Deciding where we are going and working out the most
effective way to get there helps us move forward faster.

Working out what Sustainable Development means in your
context and making sure that everyone understands what that
means gives the clarity and the direction to move toward. Strong
leadership and commitment is a powerful motivator. Integrating
Sustainable Development considerations into the key processes
which drive the business such as planning, decision-making, target
setting, appraisal and rewards means that you ?walk the talk?.

 

  

The long-term commitments

have been made.

The Sustainable Development
Management Framework
can help us meet them.

Each of the companies within the Royal Dutch/Shell Group of companies is a separate
and distinct entity. In this publication, the expressions ?Group' and ?Royal Dutch/Shell
Group? are used to refer to the companies of the Royal Dutch/Shell Group as a
whole. The words ?Shell?, ?we? and 'us' are used in some places to refer to the Group
and in others to an individual Shell company or companies where no useful purpose
is served by identifying it or one of them more particularly.

This publication is prepared by Shell International Limited (SI) for companies of the
Royal Dutch/Shell Group; it is issued for the guidance of these companies and they
may wish to consider using it in their operations. Other interested parties may receive
a copy of this publication for their information. SI is not aware of any inaccuracy or
omission from this publication and no responsibility is accepted by SI or by any person
or company concerned with furnishing information or data used in this publication,
even in the event of their negligence, for the accuracy of any information or advice
given in the publication or for any omission from the publication or for any consequences
whatsoever resulting directly or indirectly from the use of information or reliance
upon guidance set out in this publication.

02/99

?Shell International Limited (SI), 1999. Permission should be sought from SI before
any part of this publication is reproduced, stored in a retrieval system, or transmitted
by any other means. Agreement will normally be given, provided that the source
is acknowledged.

Designed and produced by (Associates in Advertising), London.
Printed by Charterhouse Printing.

The paper used in this booklet is made from a base pulp extracted from

the timber of sustainably managed forests and bleached with oxygen.

The paper manufactured is TCF (Totally Chlorine Free). The pulp mill?s closed
system recovers over 98.5% of all chemicals used and has one of the lowest
pollutant emission records in the world. The manufacturer is accredited with
ISO 9000 (Quality Assurance).

 

 

 

 

 

 

 

 

Sustainable Development Management Framework

Engagement is a key characteristic of the SDMF. It is a recurring activity that drives the SDMF
allowing us to develop a shared understanding and trust with our staff and external stakeholders.

The review gives us the
opportunity to understand
and share what has gone well
or badly, helps us to learn how
we can improve and adjust
our Sustainable Development

 

Engag?ment

We help set a Sustainable
Development vision for our part
of the business. We ?walk the
talk? providing direction and
support to help people make the
vision meaningful to their jobs

vision if necessary

0
Ensures that we report and
communicate our economic,
environmental and social
performance openly,

 

honestly and effectively
verifying externally specific
measures as agreed

Review,
incorporate
learning

Report and
. communicate
performance

Demonstrate
leadership

Identify
stakeholders

 

Through engagement with stakeholders
we systematically identify, understand
and document relevant risks and
opportunities from all three elements
of Sustainable Development. We
identify additional stakeholders and
their associated risks and opportunities

 

Enables us, or others, to
form a reliable judgement
of our performance in all
three areas of Sustainable
Development against our
agreed targets and determine
if short?term changes to
plans are needed

 

This is where we put all .
of our plans into action

We take economic,

Monitor and
measure

and risks and
opportunities

Prioritise
risks and
opportunities
and set
objectives

Carry out plans

Define strategy,
targets and plans,
m?obilise resources

 

'r

as part of the process

0
Key risks and opportunities
are prioritised (with all three
elements of Sustainable
Development taken into

 

account). Through
engagement we define
how we can measure
performance and then set
actual objectives

In our strategy and planning

processes we integrate
financial, environmental and
societal considerations and
make sure that everything is

in place to achieve our plans

environmental and social considerations into account in everything we do.

 

 

 

Sustainable Development

In Action

 

 

WORKED EXAMPLES AND CASE STUDIES

This section provides some worked examples of how different people and groups have made, or are making,
contributions to Sustainable Development.

Because we would like the sharing of learning inside Shell to be as open as possible the worked examples
are classified as Restricted? according to the Group guidelines.

As more examples or learning experiences become available they will be posted on the website
If you have any examples or learning you would like to add please let us know
using the web site feedback facility, discussion page or by e?mail to anyone in 

Sustainable Development
In Action

 

Each of the companies within the Royal Dutch/Shell Group of companies is a separate and distinct entity In this publication, the expressions 'Group? and 'Royal Dutch/Shell Group? are used to refilr to
the companies of the Royal Dutch/Shell Group as a whole. The words ?Shell?, ?we? and ?us? are used in some places to refer to the Group and In others to an indiwdual Shell company or companies ere
no useful purpose is served by identifying it or one of them more particularly.

This publication is prepared by Shell International Limited for companies of the Royal Dutch/Shell Group; it is issued for the guidance of these companies Slis not aware of any inaccuracy or omission
from this publication and no responsibility is accepted by 5/ or by any person or company concerned with furnishing information or data used in this publication, even in the event of their negligence,
for the accuracy of any information or advice given in the publication or for any omission from the publication or for any consequences whatsoever resulting directly or indirectly from the use of
information or reliance upon guidance set out in this publication

?$hell International Limited 1999. Permission should be sought from 5/ before any part of this publication is reproduced, stored in a retrieval system, or transmitted by any other means Agreement
will normally be given, provided that the source is acknowledged

?Restricted information which can be freely shared with staff in Shell and Associated companies", but not with third parties,

"Shell company staff? includes all staff, contractor staff with a personal contact, designated nonVShe/l and contractor staff if such access is required for the business, has been authorised by a Shell line
manager and a confidentiality agreement has been signed. "Associated companies? are those where a business rationale for access to Restricted information has been approved for selected categories
of staff by the responsible regional business adviser.

 

 

  
 
   
 

 

preparthg to tay me or the wofld's tghgest oeep water haturat gas ptpehhes, SHE-H Phthupthes rxptorattgh reminds-d 5
Here were- trorrt mt 
a'vd government, as wen as
The grapes was atso hetped bye 

(urpnrate inundatmn Stand 16 years ago 
The dtscuvery qudmmes er Hdm'u' gnu Md'ampayu tueetett uffshure Pd'emdn the has put me

(oumvy on the wands art and gas hrup A or exteptrurret deenges needed to he huruted
,th the case of NWampaya,
-for the SZOrKHorreter that Wm budge the Matampaya afishore hetd to 'the tahar- stte

Tabangao southern umn - --

At ahom Mt: same hrhe that she-u msmueren gas Th Matampaya, the hke rrahu munthes was drawmq

    
  

up man: rutes and regutatrers pvujeds bethg bum was an adds-d that
for proTeet tonstruetreh

the requved constructon stung the shares or the at Mmdovo,

Truh the momma: of Pdmwan' Mmduro and Batangas

The tdea at but a usszebturon [armed that naturat gas to power mr hett (he
stem at tum the (Cmury was not though tu persuade meats horn anowthg sheu rxptorattoh a 
(mm as protest tontrattor projcfl The issues as wen as settem turrterrs were pfluflty Tssues at
the teat (ommumty taut.

-that may advc'sdy the habuat To them, the or an mdustrtat prom that hugtueu Man's-Nut;
tuet from subsea wet tocateg SEOrmEte.' subsea depths 75m 0" the o' Patawan was a 

'un the other hand, 'hat mum waters uhreh are canstdered :he the and therefore
must candumve to pnafl lav'mng ge afleued by any- and thus "cum edmrsety Thhtutt the growth or pearts

 

 

 

   
  

The SPEX prnJeU team ebb receTyed 'st-nd'y' udwre from auegemy nperahng Tn MTncorb that was bask 
any onshore pr eynrg Tr run aeruss 'erre'n where amumes wequ unduh/ be exposed

 

Tnqueneus av'm ase reques'E-a (b reurse rnnehne (Emmy-ram: hE-rauw pnmons or mud-

rne wowsa' enema--rho renamed

serULe' enhe men's benems Many Ten that rhe huge rnuesenrern enng the breed To covup'euon was not dvemy
benem thern

new nar an \nra' mrr'numwest ennrannena anxmueswcm name or [New nagnanan -

ans was addressed By a mere devaned mfovmzuon eampaTgn beTsTered by extevmve
eyrdenee nan suryeys on We" ne re and the eeanmunsrn and a bener undevs'andmg of rhe na 01 raun hnes Thus

    
    
 
 

  

.nsu he'pcd mat SPEX had--Tr the ecowogTeaT and gee ochaT aspects dune men, and that

They '77 turn were audwed x0 qwe the op rnon enemy d'vd (HP res dens and \nra\ qnvemmem areas

The Cam'wrmes were ast Tmbressed by :he benrg harnessed by sheu to Tearn mare ahmn rne suesea enwonrrent where
he prnehne van to pass, and the avmd twram or are-arms aaraT reets

 
 
     

rhe ImaTs earned '0 understand (ha a uraT gas rs an envwmuenmHansud'y me'hane gas (hm
may \essen me eu'nbu' (02 en by 5 tons rney same to
to Tnternanemuy duepied safety measures and (he exisrwve measures taker by the (ompany lowavds pmvermng ueerdens

  
 
  

A different sustainable fuel

rn aneurna sen (immanent xhe

yahdny u' um nrun prea tonnete omens that :0qu heTp up rhen hues, 5th bT'ered to amnde Tndusma',
ag'mmura' and vuhwood Ts Pa nrne through (he npnas sheu Fomdauow

     
  
  
 
   
 

me She' had sreadny qamed mrough the years a paraT 'Cpumuor uT bemg 'TueT eT the future' by .
sun; nabe deve'npmem appnnunrnes hpmos Hy eonsTs:eany subporhng aenursuen and

upgvadmg for (amers' heusewryes er "Tennessean yunnhs, me sheu Foundatmn nae ebrne ro over T2000 peope Tron ah

ever the Mdnpe'aqn

was not rhererore mm mu resTder (a Trurn Mewun, MTndard and Bahama: knew or the SheH hodndamn, and that
nouufl a rew e'e tourhed a, one I rne obtreach pmgrams

The exensrye eTTons nede uythe prmeu To

Lorsu't and hs'xfln to H5 atd 

Dam Aw?

I just thought I?d write to say Happy Birthday and to let you know our family news. As you know we?ve been living in our
new house for about 6 months now and so far it?s going well. I haven?t had a chance to write for a while so I?ll start from
the beginning and tell you the whole story.

The neighbourhood where we used to live just isn't what it used to be. It had been getting worse for a while but I only

really noticed when last year I was talking to someone outside my childrens? school. They said they were moving on to a
better place because their family just didn't want to live here any more. It got me thinking and when I got home I talked
about it with Helen. We started looking at what our options were and it didn?t take long to decide that for our children

and ourselves there had to be something better.

First of all we talked to our children. We explained to them that we wanted to move on and that we could list all the things
we really wanted so that we could choose where we would go and what it would be like. We all had a picture in our mind
of what the perfect place would be and we compared what we really wanted.

I wanted to live in a quieter neighbourhood with a less stressful atmosphere, where it was safe for my family to walk
wherever they wanted. I also wanted to get out more and meet people in the neighbourhood.

Both my wife and I wanted to be close to our workplace, that was our highest priority. We also needed to be close to the
shops because we both work and need to shop in the evening sometimes. We wanted to be close to a good school for our
two eldest children and a nursery for our youngest.

My eldest boy wanted to be close to the town centre, he wanted to go out and meet his friends and make new friends as
well. Our youngest boy wanted a bigger bedroom and a garden big enough to play football. Our daughter, who is still very
young, was really pleased when we said she could go to a nursery school.

Once we?d decided on the types of things we were looking for there were just a couple of places we could go. We talked
to people locally and the schools and were pleased that both places were quiet and safe with plenty of open space.

The only problem was money, both of the houses were more expensive than where we already live and one, which was
walking distance from my office, was almost completely out of our price range.

We talked it over and agreed that we would have to make compromises. We would take the cheaper house and
I would do the 20 minute drive to the office, we would see how quick the journey was. Sometimes we would drive our

eldest son to the town centre.
We made an offer for the house and the move went with very few hitches.

After a few weeks I realised that the drive to work would take a lot longer than 20 minutes in the traffic. I asked a
colleague and found out that there was a bus that went early in the morning which missed the traffic and which most of
my colleagues used so I started doing that. It?s going much better.

Looking back on it and talking it through we all agree it was worth it, the house was still more expensive than our current
house but we can still afford it. Anyway, it looks like it?ll be a good investment since lots of other people are starting to
move here too, it?s becoming a popular area. We?ll focus next year on getting the garden into shapeagain I would have tried to check the route to work first and I should have asked my colleagues straight
away whether they knew. Oh well next time I?ll know better!

As I said Happy Birthday, I hope you are well and that your new job is going well, give my love to the family, we?ll speak
on the phone soon.

with warm

Jam/l

 

 

 

  

12?me

Ijust thought I?d write to say Happy Birthday and to let you know our family news. As you know we?ve been living in our
new house for about 6 months now and so far it?s going well. I haven?t had a chance to write for a while so I?ll start from
the beginning and tell you the whole story.

 

The neighbourhood where we used to live just isn?t what it used to be. It had been getting worse for a
while but I only really noticed when last year I was talking to someone outside my childrens? school. They
said they were moving on to a better place because their family just didn't want to live here any more. It
got me thinking and when I got home I talked about it with Helen. We started looking at what our options
were and it didn?t take long to decide that for our children and ourselves there had to be something better.

First of all we talked to our children. We explained to them that we wanted to move on and that we could
list all the things we really wanted so that we could choose where we would go and what it would be like.
We all had a picture in our mind of what the perfect place would be and we compared what we really wanted.

I wanted to live in a quieter neighbourhood with a less stressful atmosphere, where it was safe for my
family to walk wherever they wanted. I also wanted to get out more and meet people in the neighbourhood.

Both my wife and I wanted to be close to our workplace, that was our highest priority. We also needed
to be close to the shops because we both work and need to shop in the evening sometimes. We wanted to
be close to a good school for our two eldest children and a nursery for our youngest.

My eldest boy wanted to be close to the town centre, he wanted to go out and meet his friends and make
new friends as well. Our youngest boy wanted a bigger bedroom and a garden big enough to play football.
Our daughter, who is still very young, was really pleased when we said she could go to a nursery school.

Once we?d decided on the types of things we were looking for there were just a couple of places we could
go. We talked to people locally and the schools and were pleased that both places were quiet and safe
with plenty of open space.

The only problem was money, both of the houses were more expensive than where we already live and
one, which was walking distance from my office, was almost completely out of our price range.

We talked it over and agreed that we would have to make compromises. We would take the 
cheaper house and I would do the 20 minute drive to the office, we would see how quick the journey was.
Sometimes we would drive our eldest son to the town centre.

We made an offer for the house and the move went with very few hitches.

After a few weeks I realised that the drive to work would take a lot longer than 20 minutes in the traffic.
I asked a colleague and found out that there was a bus that went early in the morning which missed the
traffic and which most of my colleagues used so I started doing that. It?s going much better.

Looking back on it and talking it through we all agree it was worth it, the house was still more expensive than our
current house but we can still afford it. Anyway, it looks like it?ll be a good investment since lots of other people are
starting to move here too, it's becoming a popular area. We?ll focus next year on getting the garden into shapeagain I would have tried to check the route to work first and I should have asked my
colleagues straight away whether they knew. Oh well next time I?ll know better!

As I said Happy Birthday, I hope you are well and that your new job is going well, give my love to the
family, we?ll speak on the phone soon.

MM 

 

 

 

 


togethertoeunlnelmpm



resources,onsoclety
andtheeconomy.

I Panel developed a
scoring system to
judge sustainability
of products.

Shell Chemicals? products are

I The panel tested the new
disposal. it combined panel system on styrene monomer,
Insights with standardized which ends up in such products
criteria and a mathematical as auto interiors, home

scoring method. insulation and plastic utensils.

I ?Had flags? highlighted I They also asked a group
actual or potential problems. of environmentalists to

judge the usefulness I The environmentalists
of the system. liked the Idea.

I The panel re?ned the system,
building In the 
suggestions.

 

.A diverse panel of public spirited citizens

   
  
  

Representatives of the panel
and Shell Chemicals talk about
this very useful scoring system
at environmental conferences.

I
provrdes Independent and expert 

effective but very complex,
so it was computerized to
make it easy to use.

Panel then
to judge sustainability of
elastomers (end up in War,
autor'mtiVs wire, cable,
heaessnd tubes); mine (end up
in beercan liners, adhesives, pipes,

 
 
  
 

Panel sustainability scores
helped Shell Chemicals to
make major business decisions:

monomer busln 

with manufacturers
use Shell resins and
omers to ensure they do
80 Iv

I proceed with engineering design of
a new world-scale ethylene glycol
plant at Scotford site

 

 

 

UNSUSTAINABLE NEUTRAL ADVANTAGED

5 TA I A 
?Sustainability position of ethylene glycol. Score of 59 de?nes it as sustainable at a high neutral level.

LONG TERM PROFITABILITY

 

 

 

?ow do we 

Shell Chemicals? products are 



3 For Shell Chemicals, demonstrating leadership meant having
a vision of a sustainable portfolio

 

Extensive engagement
with key stakeholders is
carried out in order to
assess the usefulness and

 
 
    
 
   
     
  
  

 
 
  
  

  
  
    
  

I ease of a scorIng system

?musicals from product crea?on to I The panel tested the new
Ilium Panel developed a disposal. It combined panel system on styrene monomer,
scoring system to Insights with standardized which ends up in such products

    
   
   
   

    
  

?hm predate-on judge sustainability criteria and a mathematical as auto interiors, home

    
  
 
 
     
 
       
    
  
    
 
 

   
     

from on health of products. scoring method. insulation and plastic utensils.

museum .. ..

m, on I Red flag- I They also asked a group

?hm achlal or potential problems. of envrronmentalists to .
. judge the usefulness I The environmentalists

  

of the system. liked the Idea.

I The panel refined the system,
building in the environmentallste?
suggestions.

  

A system is developed
to assess and prioritise a 5?
risks and 

    

Panel found scoring system
effective but very complex,
so it was computerized to
make it easy to use.

 

the 

strategy is set
Panel then
used scoring system
to judge sustainability of
elastomers (end up in footwear,
automotive products, wire, cable,
hoses and tubes); resins (end up
in beer can liners, adhesives, pipes,
. tanks)"; and ethylene glycol
(ends up in plastic soft
Panel sustainability scores d??k bottles at?
helped Shell Chemicals to antifreeze).
make major business decisions:

 
 
  
 

Shell Chemicals 
Canada take . 1? .
action based on .le 



SD decisions\ 7/



SUSTAINABILITY BALANCE FOR SELECTED PRODUCTS

  
 
 
     

styrene
monomer business

I work with manufacturers
who use Shell resins and
elastomers to ensure they do
so safely

I proceed with engineering design of
a new worchele e?lylene glycol
plant at Scotford site

 
 



 
 

     
      
     
   
       

 


421:? 
IE
Sharing \j Representatives of the panel 
I l? 1 13 and Shell Chemicals talk about 2
earning i, this very useful scoring system 
'7 at environmental conferences. 
,7 

I-
NEUTRAL ADVANTAGED
3 SUSTAINABLE

?Sustainabilily position of ethylene glycol. Score of 59 de?nes it as sustainable at a high neutral level.

 

 

 

Sustainable
Development
in Action

 

Mission:

    

  

We will develop the Camisea hydrocarbon
reserves, using the best available technology and
innovative methods, and will maximise economic value
for corporate and Peruvian stakeholders. We will meet
world class HSE criteria, working with integrity in a truly
open and honest fashion in all activities, ensuring that a
sustainable development is achieved for the communities most
affected by our operations. We will successfully execute the
Camisea Project through an Alliance which will be instrumental
in creating lasting economic and social benefits to Peruvian
society at large and will contribute to the achievement of
long-term business success of the corporations involved.

              
             

Principles:

  

Openness, Partnership and
Consultation.

   

 



Learning and best practice
from the Camisea project
is being used all over Shell
and externally as a model
for new projects.

A website and discussion page
allowed the general public to
find out more.

A number of ways of
communicating and reporting
were used. They included:

0 one to one meetings

0 regular briefings papers

- publication of studies

- informal formal local village/
community sessions

No staff were employed solely for
the process of consultation.

An extensive monitoring
programme was designed.

It was not a static programme
and was constantly reassessed,
depending on the results of
the sampling.

The main environmental
aspects that were being
monitored were:

0 water quality

0 solid wastes 0 noise

0 soil quality 0 air purity
0 biological diversity.


Drilling operations were
carried out as if the locations
were offshore. No roads were
used and equipment and
personnel were transported
using hovercraft, boat and
helicopter.

Mission:
We will develop the Camisea hydrocarbon
reserves, using the best available technology and
innovative methods, and will maximise economic value
for corporate and Peruvian stakeholders. We will meet
world class HSE criteria, working with integrity in a truly
open and honest fashion in all activities, ensuring that a
sustainable development is achieved for the communities most
affected by our operations. We will successfully execute the
Camisea Project through an Alliance which will be instrumental
in creating lasting economic and social benefits to Peruvian
society at large and will contribute to the achievement of
long-term business success of the corporations involved.

Principles:

Openness, Partnership and
Consultation.

A clear, documented
commitment and vision from
management based on
openness, transparency and
uncompromisingly high
standards was set.


Environmental and social
issues were identified
together with 50
stakeholders which later
grew to some 200.

They included partners,
non-governmental
organisations and
indigenous peoples.
Independent bodies
carried out environmental
and social impact
assessments and studies,
made recommendations
and scrutinised the project.
Engagement led by the
HSE department consisted
of consultation, which is
not required by law, over
4 years.

Prioritisation with
stakeholders, identified
a core representative
group. Their key
expectations were to
address bio-diversity
and human rights
(social capital
enhancement). Native
communities had
interests including
direct impact and the
need for benefit.



Agreements were made with local people, personnel were specially
trained and inoculated to stop the spread of disease. Logistics and
operations were planned and a monitoring programme was set up.
Critical to the decision-making was extensive consultation with
Peruvian stakeholders to understand and integrate their concerns.

 

 

 

. . . .J ..

Sustainable Development

Toolkit

 

 

TOOLS AND REFERENCES

The toolkit gives some practical ideas, tools and references that may be helpful in making Sustainable Development
part of your day?to?day business. In some cases the tools refer to a training course, contact point, book or
web page, in others a description of a new tool developed specifically for Sustainable Development.

The toolkit consists of the following parts

0 Toolkit Index this provides a list of all the tools (including icons to identify the type of tool), the tool
number and name with a short description of what you will find when you access the tool

0 Disks containing the tools mentioned in the index (in Word documents for Windows 95) and an empty
template for you to add new tools yourself

The tools are also available on the Shell Wide Web where they will be kept
up to date supported by your learning and comments.

Because a number of tools represent Group best practices the toolkit is classified as Restricted? according
to the Group guidelines.

If you have documented a new or useful tool please send it to us (at or using the feedback
mechanism on the web) for it to be added to the toolkit.

Each of the companies within the Royal Dutch/Shell Group of companies is a separate and distinct entity. In this publication, the expressions ?Group? and ?Royal Dutch/Shell Group? are used to refer to
the companies of the Royal Dutch/Shell Group as a whole. The words 'Shell?, ?we? and ?us? are used in some places to refer to the Group and in others to an ind/Vidua/ Shell company or companies where
no useful purpose is served by identifying it or one of them more particularly.

This publication is prepared by Shell International Limited (SI) for companies of the Royal Dutch/Shell Group; it is issued for the guidance of these companies. Slis not aware ofany inaccuracy or omission
from this publication and no responsibility is accepted by 5/ or by any person or company concerned with furnishing information or data used in this publication, even In the event of their negligence,
for the accuracy of any information or advice given in the publication or for any omission from the publication or for any consequences whatsoever resulting directly or Indirectly from the use of
information or reliance upon guidance set out in this publication.

?Shel/ International Limited 7999. Permission should be sought from 5/ before any part of this publication is reproduced, stored in a retrieval system, or transmitted by any other means. Agreement
will normally be given, provided that the source is acknowledged.

?Restricted information which can be freely shared with staff in She// and Associated companies but not with third parties.

?Shell company staff" includes all staff, contractor staff with a personal contact, designated non-Shell and contractor staff if such access is required for the business, has been authorised by a Shell line
manager and a confidentiality agreement has been signed. ?Associated companies? are those where a business rationale for access to Restricted information has been approved for selected categories
ofstaff by the responsible regional business adviserToolki

 

0 Toolkit Contents

This is a list of some tools and references that may be helpful in making Sustainable Development (SD) part of your
day?to-day business. In some cases they refer to a training course, contact point, book or web page, in others a description
of a new tool developed specifically for Sustainable Development.

The tools are arranged in the same sequence as the steps of the Sustainable Development Management Framework.
Some tools are relevant to more than one step and the links to other steps are mentioned at the end of each section.

The tools themselves can be found in electronic form on the disks accOmpanying this document and are accessible by selecting
the tool number shown in the index. There is also a template (in Word for Windows 95) on the disk (and on the web site)

so that you can add new tools. If you have documented a new or useful tool, please send it to SI-PXR (or use the feedback
mechanism on the web) so that it can be incorporated.

The following icons indicate the type of the tool:

Indicates key questions how can I tell how well I am doing?

Indicates details of a training course or courses

Indicates a description of a new (or newly documented) tool

Indicates a reference to Shell documentation

Indicates a web page


Indicates a reference which is external to Shell

A

. Vision, Core Purpose and Business Principles


A1

 

A2

 

A3

9- 

Key questions Vision, Core Purpose and Business Principles
A short list of questions that can help you see how well you are doing in this step.

Statement of General Business Principles
A web page and references to the Statement of General Business Principles; the values and principles
that form the foundation of everything we are and everything we do.

Shell Business Framework
The outline of and references to a booklet expressing Shell?s aspirations and how we can achieve
them. It includes training programme details.

Sustainable Development Achieving our aspirations, meeting our commitments
A statement explaining Shell?s understanding of what Sustainable Development means, our
aspirations and our commitments.

Creating and reviewing a vision

Some references to proven techniques, examples and training courses for creating and
developing a vision.







9am;

Demonstrate leadership

B1

Key questions Demonstrate leadership
A short list of questions that can help you see how well you are doing in this step.

Leadership Development Training
Details of the LEAP team, its web page and the training courses offered to develop leaders at all
levels in Shell.

Identify stakeholders and risk and opportunities.
Prioritise risks and opportunities and set objectives

C1

C2

C3

C5



7



8

Key questions Identify stakeholders and risks and opportunities. Prioritise risks and
opportunities and set objectives
A short list of questions that can help you see how well you are doing in these steps.

Issues Identification and Management (IIM)
An overview, references and training for a management process. It is used in the Group to scan
for and predict issues that could have a direct business or reputation impact.

EP Sustainability Assessment guide

A reference to a detailed guide in EP for issues scanning and prioritisation based on two key
tools: ?Sustainable Development Company Evaluation Tool' and ?Sustainable Development
Assessment Checklist?. The guide also references other tools and techniques that may be useful
in the engagement and monitoring and measuring steps of the 

Impact assessment tools
References to processes and guidelines for determining the likely impact (social, health,
environmental and financial) of a project or activity.

Systems thinking
A description of an approach and a language for describing and understanding forces that drive
the bigger picture. Includes references to some training courses and further reading.

Media scanning and Bibliometrics
A description and references to a method for using books, newspapers and other sources of
information to monitor the coverage or emergence of Sustainable Development issues.

Sphere of influence

A brief description of a simple, paper?based exercise to focus on our concerns that we can

influence. References and a worked example are given.

Prioritisation matrices

A description and examples of four different types of matrices (impact/uncertainty, influence/
importance, interest/influence and HSE risk assessment) that can be used to help in the
prioritisation and positioning of risks, issues and stakeholders.

SWOT analysis Weaknesses, Opportunities, Threats)
A short description and an example of a simple paper?based exercise that uses a matrix to help
categorise a situation or a stakeholder.

t-

'9





C9

HSE Management System (including HEMP)

A description, an overview and reference to the Group's policy on HSE Management Systems and the
training and documentation that is available. This also includes a reference and the training for the Hazards
and Effects Management Process (HEMP) which specifically deals with the management of hazards.

C10 The SD Triangle

A description of a new, graphical tool that can be used to plot and assess SD objectives and
performance in terms of economic, environmental and social considerations.

C11 Stakeholder Identification for large-scale projects

A list of considerations relevant to identifying stakehOlders who may have a direct or indirect
influence over the acceptance, development and implementation of a large?scale project.

Other tools mentioned in this guide that are re/evant for this step:

D3
H4

External affairs and project management for large-scale projects
Knowledge Management Framework
Political mapping

Fast track external affairs competence development

Define strategy, targets, plans and mobilise resources



1



2

D3

D4

Key questions Define strategy, targets and plans, mobilise resources
A short list of questions that can help you see how well you are doing in this step.

Scenario planning
A description of and some references to this planning technique, in which various possible
futures and options are described to help in the planning process.

Project management
An overview of the fundamentals for good project management and references to courses and
further reading.

External affairs and project management for large-scale projects
A checklist to help 'think through? the external affairs aspects involved in carrying out large-scale projects.

Selecting staff for large-scale projects
A list of competencies required by teams dealing with external relations issues. Also included are
guidelines on how to select appropriate external support.

Other tools mentioned in this guide that are relevant for this step:

Bl

C2
C6
C7

Leadership Development Training
EP Sustainability Assessment guide
Sphere of influence

Prioritisation matrices

C10 The SD Triangle

(32

Communications planning for large-scale projects

Carry out plans

Key questions Carry out plans
A short list of questions that can help you see how well you are doing in this step.

Monitor and measure

Gathering ?hard? data and information financial performance, operational output and
environmental emissions) is very familiar and standard practice. Therefore the tools in this section
focus on gathering the ?soft? data and information such as perceptions and attitudes.

Key questions Monitor and measure
A short list of questions that can help you see how well you are doing in this step.

F1 Surveys as a means of gathering soft data
A number of hints and tips on how to conduct a good survey, with references to further reading.

F2 Focus groups as a means of gathering soft data
A number of hints and tips and references on setting up and working with a group of stakeholder
representatives to gain qualitative, in?depth research and opinions on a particular issue.

Other tools mentioned in this guide that are relevant for this step:
C2 EP Sustainability Assessment guide.
C10 The SD Triangle

Report and communicate performance

Key questions Report and communicate performance
A short list of questions that can help you see how well you are doing in this step.

G1 Reporting and communicating
A series of references to company standards and guidelines, training courses and further reading.
These address the issues of consistency and clarity of the message to be conveyed.

GZ Communications planning for large-scale projects
A description of how to develop and plan a communication strategy for large?scale projects,
highlighting areas in the business process where communication needs to be emphasised.

Other tools mentioned in this guide that are relevant for this step:
C10 The SD Triangle

H4 Knowledge Management Framework

I4 Communication checklist

l5 Fast track external affairs competence development

l7 Effective meetings

I8 Productive conversations

El

9t?-



hm

Review, incorporate learning

Key questions Review, incorporate learning
A short list of questions that can help you see how well you are doing at this step.

Post implementation reviews

A description of a structu?red process used in Shell to assess and understand project performance
after implementation. It largely concentrates on financial and HSE factors but could be expanded
to cover social performance.

Root cause analysis

A short description, references and an example of a paper-based exercise to understand
underlying causes of problems, using standard categories to stimulate thought. A modified
version (Tripod-BETA) specifically for examining hazards is also mentioned.

360? Feedback

Hints and tips as well as references for giving and receiving feedback. Also mentioned are
training courses and references for 360? appraisals, in which you seek input from people
working around you at all levels.

Knowledge Management Framework

A description of the purpose and features of the Group Knowledge Management Framework,
highlighting the key drivers for successful knowledge management. References to web sites and
external reading are also provided.

Other tools mentioned in this guide that are relevant for this step:

Bl

C4

C7

C8

Leadership Development Training
Systems thinking
Prioritisation Matrices

SWOT analysis

C10 The SD Triangle

D2

D3

D4

F1

F2

Project management

External affairs and project management for large-scale projects
Selecting staff for large-scale projects

Surveys as means of gathering soft data

Focus groups as a means of gathering soft data

rem



m-

99>llg?ll

9-m?

Engagement

I7

[9

I10

Key questions Engagement
A short list of questions that can help you see how well you are doing in this step.

Situation characterisation checklist
A list of criteria to apply to a situation or issue to help in planning the most appropriate mode
of engagement.

Stakeholder characterisation checklist
A list of criteria to apply to any stakeholder group to help in planning the most appropriate
engagement mode.

Political mapping

A description of a tool and an external reference that can help identify the position of
stakeholders with respect to a specific situation, and the power each stakeholder has to change
the course of action.

Communication checklist
A list of appropriate communication modes depending on the number of people involved
and your expectations of the extent of their participation.

Fast track external affairs competence development
An overview of a training programme for dealing with external groups.

EP Stakeholder consultation guide
An overview of a document produced by EP to provide guidance on consultation as it relates
to the environmental assessment process.

Effective meetings
A short list of hints and tips to make a meeting as constructive as possible.

Productive conversations

Descriptions and references for three important tools (advocacy/inquiry, ladder of inference,
left-hand column) to help achieve a shared and deep level of understanding amongst all the
people involved in a discussion.

Facilitation, interviewing and negotiating skills
Overviews and references to some key skills needed when engaging in dialogue.

Place the dot
A description of a tool that is a graphical way of seeing changes in attitude of stakeholders
before, during and after the engagement.

Engagement

Other tools mentioned in this guide that are relevant for this stepLeadership Development Training

Issues Identification and Management (IIM)

EP Sustainability Assessment guide

Impact assessment tools

Sphere of influence

SWOT analysis

Scenario planning

Project management

External affairs and project management for large?scale projects
Surveys as means of gathering soft data

Focus groups as a means of gathering soft data
Reporting and communicating

Communications planning for large?scale projects

360? Feedback

Sustainable Development

Step by Step

 

 

THE SUSTAINABLE DEVELOPMENT MANAGEMENT FRAMEWORK DETAILED STEPS

This booklet is for people who want to put the Sustainable Development Management Framework into
practice. Links to some of the major existing systems in Shell are shown and there is a more detailed
description of the deliverables, activities and key competencies underlying each step of the Framework.

Because this booklet represents the detail of the Sustainable Development Management Framework it is

currently classified as Restricted? according to the Group guidelines.

Ea . . . .

the Royal Dutch/Shell Group of companies is a separate and distinct entity. In this publication, the expressions 'Group? and ?Royal Dutch/Shell Group? are used to refer to

no us I Dutch/Shell Group as a whole. The words ?She/l', ?we? and ?us? are used in some places to refer to the Group and in others to an individual Shell company or companies where
9 purpose IS Served by identifying it or one of them more particular! 

This ubl' .

by Shell International Limited for companies of the Royal Dutch/Shell Group; it is issued for the guidance of these companies. 5/ is not aware of any inaccuracy or omission

for the accurac of an? no responsibility is accepted by 5/ or by?any person or company concerned with furnishing information or data used in this publication, even in the event of their negligence,
In ormation or advrce given in the publication or for any omission from the publication or for any consequences whatsoever resulting directly or indirectly from the use of

information or reliance upon guidance set out in this publication.
OSheIl International Limited 7999 Per 

. . mission should be sou ht from 5/ before a I I
normally be given, provided that the source is ?know/Edge: any rt of this publication is reproduced, stored in a retrieval system, or transmitted by any other means. Agreement
- . . .
9:2"de information which can be freely shared With staff in She// and Associated companies?, but not with third parties.

ell com 

pany Staff includes all staff, contractor staff With a personal contact, dengnated non-Shell and contractor staffifsuch access is required for the business, has been authorised by a Shell line

and a confidentialitya i' tona for access to CfEd 0? 35 bee? 10? 55? ectea catego es
:r 9 eeme as been Signed CO panies" a those Whe a business ra i I 4
the ?esponSible legional business adviser. I I I I

Sustainable Development

Step by Step

 

 

 

 

RESTRICTED

 

 

Sustainable Development
step by step

 

 

 

 
 
 
 
 
 
 
 
 
 
 
 

 

   

 

 

  
   

So why do we need a Framework? This is not just another
piece of bureaucracy or defensive decoration for the book
shelf to be pulled out in case of emergency so we can say ?Yes, of course,
we have one of those too?. This is a Framework to help each one of us
think about practical solutions to some of those dilemmas our customers
worry about. We can have overall strategies to address some of them at a
corporate level, but the real impact comes with the everyday examples and
behaviour of each one of us thinking about how our work or project fits
into the Framework. Who will be affected by it? Have we thought about
their needs and concerns? What are the risks? Can we set hard targets?
How are we going to achieve them? Can we measure how we are doing?
And then review progress? We can apply this process to jobs small and
large and if we do it well I am convinced that we will take a big step
towards addressing some of those dilemmas which our

customers, actual and potential, struggle with. And if we

can do that it is worth a great deal. To all of us.



 

 

 

 

The Sustainable Development
Management Framework

Engageme'u

Review,

incorporate
learning Demonstrate

leadership

Report and
communicate
performance
Identify
stakeholders
and risks and
opportunities

Prioritise
risks and
opportunities
and set
objectives

Carry out plans 
Define strategy,

targets and plans,
mobilise resources

Engageme??

 

 

 

 

 

Sustainable Development

step by step

   

The Shell Group has made a strong public commitment to embed Sustainable
Development into our business processes and we are already getting some public
recognition for this. We are following up with strategy and targets at Group level and

report our Sustainable Development performance every year in the Shell Report.

Making Sustainable Development part of our normal behaviour, at all levels of the
Group, is a huge challenge in which everyone will need to take an active role. A clear,
consistent structure will help us move forward; enthusiasm and determination will

accelerate our progress.

This booklet describes the details behind the Sustainable Development Management
Framework. It provides an outline of the deliverables, key competenciesand a checklist

of activities for each step in the Framework. It is designed to be used with the

 

booklet ?Sustainable Development Making it Happen?, which provides an overview
of the Framework, and the Sustainable Development Toolkit, to help us manage our

business in a way that takes Sustainable Development into account.

The Sustainable Development Management Framework incorporates external best
practice and has been designed with a large and diverse team from across the Shell
Group. It consists of a series of inter-linked steps, forming a wheel, which we can use
to help us integrate the economic, environmental and social elements of our business.
It will also enable us to appraise, report and continuously improve our performance

in these three areas.

We already carry out many of the steps and activities described in the Sustainable
Development Management Framework (for example within the Business models, the
HSE, HR and financial management systems). We typically carry out our business in a
?plan, do and review? cycle and integrating Sustainable Development does not change
that familiar sequence. In the booklet ?Sustainable Development Making it Happen?

four elements which are likely to be new are discussed;

 

INTEGRATION Building on existing systems with a focus on integrating the three
elements of Sustainable Development in each step. That is to say taking economic,

environmental and social considerations into account as we go about our business.

ENGAGEMENT Systematically identifying and engaging with stakeholders
differentiates the Sustainable Development Management Framework from a

traditional management process.

REPORTING AND VERIFICATION Being able to demonstrate what we have done and

why we have done it is increasingly important in building trust with stakeholders.

BEHAVIOUR AND SKILLS Sustainable Development is about a different mindset
and behaviour rather than a number of years of technical training. The overview,
decision making and?engagement skills we need to make Sustainable Development
part of our business are skills that anyone can develop, as long as they are open

and willing to learn.

 

 

 

What about our existing

processes and systems?

 

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How to use the
step by step pages

 

 

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Our existing systems

 

This matrix shows how some of our existing systems map onto the steps of the

Sustainable Development Management Framework32?EXISTING SYSTEMS
Issue Identification and
0 0 Management
. EP Sustainability
0 0 a 6 Assessment Guide
0 Targets Resources 
. . Scorecards
0 0 Business Activity Models

Social, Financial,
HSE Reports

Management Information
System SAP)

Independent Auditing

Statement of General
Business Principles
Implementation Process

0 0 0 HR Processes

. the circles represent a complete overlap. For example in the HSE-MS the identification of stakeholders and risks and opportunities does not take place systematically for economic, environmental and social elements.

 

 

 

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Demonstrate leadership

 

To enable leaders (champions of Sustainable Development, not only managers) to
turn the vision into operational reality and to show their commitment to Sustainable
Development by what they say and do

Objective

- Links to other
SDMF steps

 
 

1) Demonstrate leadership
and commitment to
Sustainable Development

2) Communicate ?vision and 3) Empower front-line Clearly defined
enrOI Others to aCt aspiration levels

 



Clear vision and direction Communication materials Culture and systems that
incorporating the three Shared understanding of take into account economic,
aspects of Sustainable the vision environmental and social
Development what it considerations in day-to-day

Deliverables

 

Network of leaders committed

 

means at the local level to contribute to Sustainable work in line with the vision

Behaviour that reinforces Development
the vision Clear definition of aspirations



Leadership skills: in particular open mindedness and willingness to change, understanding of and
Compe?tenCIeS commitment to Sustainable Development and the ability to nurture that commitment in others

 

 

 

 

 

 

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Identify stakeholders
and risks and opportunities

t- 

To provide an effective way of identifying and understanding risks and opportunities
and the stakeholders, making sure that we have taken into account the economic
environmental and social considerations

Objective

 

I



 
  

Links t5 ath'??r?
SDMF steps

  
  

 

 

Clearly 
de?nedaspiration 1) Set selection criteria 2) Scan for relevant risks and opportunities

levels and StakEhOIderS

 

   

 

 

0 Criteria to identify relevant risks and 0 A list of the key risks and opportunities in
DGIiVerableS opportunities and stakeholders your existing activities and plans

0 Matrix plotting risks and opportunities
against relevant stakeholders

 

0 Effective scanning skills
Competencies

0 Sensitivity to important issues for both silent and vocal stakeholders

 

 

  

Matrix of risks
and opportunities
and stakeholders

 

 

 



 

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Objective

 

  

A team well
prepared to carry
out the plan

  
    

To carry out plan as agreed and incorporate any short?term corrective actions
identified during monitoring

Carry out plan as agreed

 

 

Plans in action

 

 

?The words ?contribute to Sustainable Development?
are in our Business Principles. Actions speak louder
than words. We have a lot to be proud 
there?s more to do?

"We can?t operate
Phil Watts, Group Managing Director, CEO Exploration and Production, Jan 1999 WlthOUt society's trust.
What we say about
Sustainable Development
helps. But it is what
society sees us doing that
will really make the
difference."

Evert Henkes, CEO Shell Chemicals, Jan 1999

"For the coming decades gas will be
the energy of first choice to meet the
world?s objectives for Sustainable
Development our mission is to deliver
energy profitably, effectively and safely
to meet our customers? needs."

Karen de Segundo, CEO Gas and Power, Jan 1999

?Clarity of expectation and a determined commitment
from everybody to deliver are essential if we are to
realise our full potential and turn our business plans
into a sustainable reality. 

Paul Skinner, CEO Oil Products, Jan 1999

"For Renewables the challenge is to turn
an emotional winner into a commercial reality"

Jim Dawson, CEO Shell International Renewables, Jan 1999

 



 

 

 

 

Monitor and measure

 

To form a judgement of performance against plans and to initiate any short-term

Ob'ective .
corrections needed

Links to other
SDMF steps

 

1 Take measurements . .
2) Analyse and monitor . .Cmct've .
as agreed and store 3) Act on concluSIons am"- '"formatw"

the results forrenortmg

the data'

Plans in action

 

 

- immediate actions taken

- Stored, reliable data 0 Results
and recorded

Deliverables . . . .
0 Trends and Initial conclu5Ions

 

0 Recommendations for . Modified plan

improved data collection 0 information available for
reporting

0 Ability to collect both hard and soft data

Competencies

 

 

 

 

 

 

 

 

1) Take measurements
as agreed and store
the data

Plans in action

2) Analyse and monitor

the results

 

El Collect robust data (both hard
and soft) using accredited
sources and existing data
streams where possible

El Check the quality and
reliability of the measurement
tools and methods

Check the quality and
reliability of the data and
determine confidence levels

Checklist

 

El Record results and source
of data

Retest if required
Store data

 

 

 

 

El Collate, aggregate and
cross-reference results

El Maintain data

El Calculate the results for each
metric and indicator from
the data

Identify trends, outliers and
unusual results

El Prepare information into
agreed format for reporting

El Identify improvement to
measurement tools and
methods

 

3) Act on conclusions

 

 

 

El Review against plan as
appropriate

El Identify and capture ideas for
new short-term opportunities
and risks and make any
quick wins

El Authorise or propose any
immediate changes and
short-term corrections required
from a Sustainable
Development viewpoint

El Document and communicate
changes to the plan

El Identify areas to investigate in
subsequent engagement work

Finalise information for
reporting

 

 

Corrective
action. Information
for reporting

 

 

 

 

Report and communicate

performance

Objective

 

'0

  

Links to other
SDMF steps

  
  

 

1) Gather and
prepare available
information

Information
available for
reporting

Relevant 0
information ready

to incorporate into
reports

Deliverables

 



Competencies

 

2) Verify relevant

measures externally

To ensure that reporting and communication of performance is open, honest and
effective

 

Verified
reports and
communication of
performance

3) Select the
content and the
best way to
communicate

4) Finalise reports
and communicate
appropriately

performance

0 Correct match of
media, message
and audience

External
verification of
performance
measures as
agreed

0 Finalised reports

0 Accompanying
communication

 

Ability to interpret soft and hard data

Awareness of stakeholder expectations for reporting

 

 

 

 

Information
available for
reporting

Chec

 

. 

klist

 

1) Gather and
prepare available
information

2) Verify relevant
performance

measures externally

3) Select the
content and the
best way to
communicate

4) Finalise reports
and communicate
appropriately

 

 

El Request and gather
information from
sources including
changes made
to plans

Consolidate
information and
aggregate the
results as agreed

'3 Explain gaps in data

El Identify additional
findings

 

 

El Complete
mandatory audits
(financial and HSE)

Verify data and its
handling processes

El Prepare auditors'
statements

 

 

El Select appropriate
message and media
for target audiences
(internal and external)

Finalise other issues
and themes to
incorporate into
reports as agreed
with stakeholders

Prepare information
for mandatory
external reports

El Prepare information
for internal reports

 

 

El Finalise the format
and information
in each report

Finalise any
accompanying
information
covering letter,
speech)

Provide reports

El Deliver accompanying
communication

 

 

Verified
reports and
communication of
performance

 

 

 

 

Review and incorporate

Objective

Links to other
SDMF steps

 

 

To provide an opportunity to understand what has gone well or badly and to help
learn how we can improve

 

 

    

1) Review
performance
against plan

   

Verified reports
and communication
of our performance

  

2) Review how
effective the
process is

3) Learn from results
and identify
opportunities

 

  

Recommendations
for future action
investment and a
revised vision

4) Incorporate
learning and
revision if necessary

    
    

 

 

Documented
understanding of
performance and
variances

Deliverables

Documented
understanding of
how well processes
and systems are
contributing to
Sustainable
Development
performance

Identified
improvement
opportunities

Understanding of
the implications of
these improvements

Rewards to staff

Recommendations
for future action
and investment

Revised vision if
necessary

 

Competencies

 

Ability to transfer learning into future activity

 

 

 

 

 

 

 

   

1) Review
performance
against plan

     
  

Verified reports
and communication
of our performance

2) Review how
effective the
process is

3) Learn from results
and identify
opportunities

4) Incorporate

learning and
revision if necessary

 

 

El Compare results of
performance against
targets

El Understand what
caused the variances

El Seek feedback from
stakeholders on
performance

Checklist

 

El Explain key results
and variances

 

 

 

El Seek feedback from
staff on ease of use
and effectiveness of
processes and systems

El Assess whether
processes and systems
have produced the
information required

El Understand what has
gone well and what
has gone badly

Seek feedback from
external stakeholders
on their perception
of how processes and
systems improve and
report Sustainable
Development
performance

 

 

El Combine the output
from the two reviews
and investigate
correlation

El Incorporate the
feedback from
internal and external
stakeholders

El Identify quick wins and
other improvements

Assess the implications
of these improvements
(resources, timing, etc.)

El Summarise and
communicate key
learnings

El Give staff feedback and
reward accordingly

 

 

El Incorporate any
quick wins to
improve Sustainable
Development
performance

El Make
recommendations for
future actions and
improvements

Implement key longer
term improvements

El Assess relevance of
the existing vision

Revision if necessary

 

 



      

Recommendations
for future action
investment and a
revised vision

   

 

 

 

 

 

Objective

Clearly defined
objectives for
a risk or
opportunity

Deliverables

 

Competencies

To develop, With stakeholders, a shared understanding and respect for each other's
position,

1) Identify
process
owner

0 Defined
responsibility
for
engagement

0 Engagement skills 0

interests and needs on a particular risk or opportunity

 

Research

 

2) Clarify
own
objectives,
thoughts
and
interests

0 Understanding
of Shell's
current and
desired
position/
objectives

0 Authorisation
to engage

 

   

3) Speculate
other party?s
objectives,
interests
and needs 
consider
the gap

0 Speculated stakeholder position/
objectives

0 Prioritised lists of situation and
stakeholder characteristics

0 Prioritised list of gaps between
Shell and stakeholder(s)

Empathy

- .Respect for people and their different perspectives

 

Dialogue

 

i

5) Redefine
objectives

0 Clear
objective for
engagement

6) Choose
engagement
mode

0 Engagement
plan e.g.
?Engagement

mode
selected

Scope

Level of
detail

- Timeline
Budget



7) Engage
and build
relationship

0 Commitment
to continue

0 Agreed
objectives,
indicators
and shared
action plan

0 Changed
attitudes
and
behaviours

8) Test for
convergence

0 Common
view of
progress
on risks and
opportunities
and quality
of

relationship I

0 Assessment
of progress
towards
objectives

 

 

M- 

Measurable
output of

engagement
process

 

- Information
capture e.g.

Meeting
minutes

List of
stakeholders
engaged

Statement
of ?Where
we are on
the risks and
opportunities?

 

 

 

 

 

 

Activities - Research

 

       
   

  

Identified risks
and opportunities

and potential
stakeholders

1) Identify

process owner

 

 

   

2) Clarify own

objectives, thoughts 

and interests

3) Speculate other
party?s objectives,
interests and needs 
consider the gap

4) Test the water

 

 

 

5) Redefine
objectives

 

 

 

Identify owner of
overall engagement
process

Identify particular risk
or opportunity expert(s)

Checklist

 

 

 

 

l] Clarify objectives
for purposes of
engagement based
on economic,
environmental and
social considerations

El Determine Shell's
current and desired
pod?on

El Test internally to gain
buy-in and necessary
authority, if needed

 

 

Research stakeholder:

Internal knowledge

External contacts

Empathy

Links to other
stakeholders

El Identify most critical
stakeholder
characteristics

El Characterise situation

Plot speculated
stakeholder position

El Identify common ground
and where greatest
gaps appear to be

El Assess likely stakeholder
response to risks and
opportunities

 

 

El Plan approach
sensitively:
scale
culture
confidentiality
people involved

Seek feedback from
informal networks 
(internal and external)
and key opinion formers

El Update stakeholder and
situation characterisation

[3 Update stakeholder
position

El Update common ground
and gap analysis

Check relevance of
topic to stakeholder

 

 

 

 

 

 

Activities Dialogue

 

 

4) Test the

water

 

 

Checklist

 

 

   

5) Redefine objectives 

6) Choose

engagement mode

 

7) Engage
and build

relationships

 



.7 

8) Test for

convergence

 

Measurable
output of

engagement
process

 

 

 

El Review Shell's position
in light of further
information received

[3 Modify objectives
for engagement
as appropriate

 

 

El Draw on experience
to evaluate situation
and characterise
stakeholder(s)

El Consider expert/
external advice

El Select appropriate

engagement mode 

use communication
matrix)

El Develop detailed
engagement plan

 

 

El Select engagement tools
appropriate to mode

Select and authorise
competent engagement
team and/or facilitator
invite stakeholder
to engage

El Jointly agree ground rules
and agenda for dialogue

El Use productive
conversation model for
dialogue

El Agree shared goals,
performance indicators,
action plan and follow-up

El Debrief and document
learning on content
and process

Decide when and how
to close dialogue

 

 

Seek common
understanding with
stakeholder on
perceived progress for
the risk and opportunity
and the quality of the
engagement

Cl Identify wider audience
to text perception of
progress on content
and process e.g. use
questionnaires, challenge
with third party view

El Collate views and
compare to objectives
to assess progress and
willingness to commit
to further action

 

 

Document
meetings

Review
progress on
content 
outcome;
action plan,
performance
indicators
and agreed
follow-up)

Review and
document the
quality of the
relationship

Summarise into
a position
statement

Review
effectiveness
of the
engagement
process

 



 

 

 

br~

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