Extracts from an article by Oliver Balch published on Wednesday 5 March 2014 by The Guardian
For Elizabeth II, it was 1992. For Juan Carlos I, 2007. In the case of Sir Mark Moody-Stuart, former chair of oil giant Shell, his annus horribilis came in 1995. Crisis number one arrived in the shape of Brent Spar, a decommissioned oil rig that Shell wanted to dump in the North Sea. Greenpeace thought it unwise; It took events in Nigeria – where Shell was (and still is) paying the government billions of pounds – to realise that a more pro-active position was needed. Nearly 20 years on, Moody-Stuart has taken to the page to describe the results of that “very bad year”. Moody-Stuart’s recipe for responsible business will satisfy some, but not all. When, and where, should a company draw the line? For him, it’s much preferable to “dine with the devil” than pull out of a country and lose influence.
Responsible Leadership: Lessons from the front line of sustainability and ethics‘ by Mark Moody-Stuart is published on 5 March 2014 by Greenleaf
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