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ROYAL DUTCH SHELL PRIVACY INJUNCTIONS

By John Donovan

Twitter is currently flooded with people trying to identity parties who have obtained Super-injunctions in an attempt to hide embarrassing information from public scrutiny.

It is not widely known that Royal Dutch Shell has been a trailblazer in using draconian litigation to silence a conscience driven whistleblower who objected to Shell defrauding its shareholders and recklessly putting employees lives at risk.

In this case, it was a multinational oil giant trying to keep the lid on a potentially highly damaging story.

EIGHT Royal Dutch Shell companies collectively buried a former employee, Dr John Huong, in High Court injunctions and contempt proceedings seeking his imprisonment, all in an effort to hide Shell’s misdeeds.

Dr John Huong: an employee of Shell Malaysia for 29 years, a Production Geologist and Asset Integrity Engineer

Printed below are extracts from one such legal submission from the law firm acting for the EIGHT Royal Dutch Shell companies registered in various countries, including the UK, the Netherlands and Malaysia.

EXTRACTS

Notwithstanding the Existing Injunction, the Defendant continued publishing statements defamatory of the Plaintiffs. In the Plaintiffs’ view, some constituted contempt of court in the Previous Action. Contempt proceedings have since been initiated. For those statements that probably fell outside the scope of the Previous Action and the Existing Injunction, the Plaintiffs commenced the present proceedings.

The High Court may grant an interlocutory injunction restraining the Defendant, whether by himself or by his servants or agents or otherwise, from publishing or further publishing matter which is defamatory or of malicious falsehood. It is not necessary to show that there has already been an actionable publication or that damage has been sustained. In appropriate cases an injunction may be granted ex parted and before the issue of  a writ.

In other words, an injunction can be granted even before damage occurs. The present facts are therefore a fortiori.

The Defendant has sought to contend that the publications were by Donovan, not him. This is disingenuous and not the law. As a matter of law, publication is the dissemination of defamatory material to at least one other person:

Here, there was communication from the Defendant to Donovan. Donovan then republished the defamatory material. In law this is deemed to be publication by the Defendant as the publication by Donovan was the natural and probable consequence of the publication from Huong to Donovan.

The full text of this publication is exhibited as ‘TK-2′ of Thavakumar Kandiah Pillai’s affidavit of 5.4.06.

It is a letter to Jyoti Munsiff the newly appointed Chief Ethics and Compliance Officer of Royal Dutch Shell plc.

We now merely highlight certain passages from that publication to show their defamatory nature:

As you know I am being sued by eight companies of the Royal Dutch Shell Group for alleged defamation. The relevant Shell companies have obtained a restraining order which prevents me for speaking the TRUTH in line with the United Nations Universal Declaration on Human Rights. My rights to freedom of expression have in fact been restrained for over 18 months. I had thought that Shell supported this UN Declaration, but it seems that this assumption must be incorrect. I would welcome your clarification on this point as I am sure that my analysis must be at fault?

Something really must be seriously amiss. The answers to my questions are important if, as I assume must be the case, you genuinely want to encourage whistleblowers to speak out if they become aware of misdeeds which are in contravention of the Shell Statement of General Business Principles (SGBP).

It is surely essential in this regard that an even-handed approach is adopted in such matters so that would be whistleblowers and parties with genuine grievances are not deterred by the prospect that they could be ostracized, victimized sacked and/or sued if they do come forward. In regards to this paragraph I am speaking of course in general terms, not about my case, as that would be inappropriate under the current ongoing litigation.

This letter also seeks confirmation from you for me to make significant inputs for improving ethics and compliance at Shell. I sincerely believe that for obvious reasons I have a unique perspective on the question of Shell employees engaging professionally in whistle blowing when faced with ethical moral and/or legal dilemmas.

I also believe that it is fair to make readers of this communication aware that apart from the High Court Restraining Order, I am also constrained in my comments by a threat of imprisonment.

I am sure that the eight Royal Dutch Shell companies who collectively decided to sue me believe that their action is an appropriate and proportionate response to the alleged defamatory comments by one former Malaysian employee of 29 years.

The Plaintiffs case is that these passages clearly identify and defame the Plaintiffs. The crux of the defamation is the allegation that the Defendant, a whistleblower has been gagged to prevent him from speaking the “TRUTH”. He has been restrained from revealing ‘misdeeds’ that are illegal, immoral and or unethical.  The allegation therefore is that the Plaintiffs have abused the legal process afforded by the High Court.

There can be no question that the publication defames the Plaintiffs. The allegations include the following:

However Dr Huong discovered in 1997 and the immediately following years that the SGBP are in fact empty promises – propaganda for use in the circumstances described above and in global advertising campaigns such as “Profits and Principles” or “the triple bottom-line”. The SGBP amounted to nothing more than a confidence trick to encourage the public and financial institutions into investing in Shell.

Dr Huong was, as far as I am aware, the first Shell employee to blow the whistle at Shell (in 1997) about the deliberate falsification of hydrocarbon reserves.

His objections to bending his principles by turning a blind eye to wrongdoing proved to be the turning point in Dr Huong’s previously highly successful career with Shell. He was humiliated, victimised, put under intolerable pressure which made him ill and was ultimately, sacked, thereby further aggravating stress brought about by Shell’s actions against him. Prior to the wrongful dismissal, the domestic inquiry heard that his medical record in the care of the company doctor could not even be found. The records had mysteriously disappeared, just like Shell hydrocarbon reserves.

The ‘affidavit’ contains related defamatory assertion of, for example, racism against the Plaintiffs:

Mr Alfred Donovan has pointed out in the same vein that Shell settled a retirement funds related class action law suit brought against it by its American employees, whilst it has for years, dragged out retirement fund related lawsuits brought by its Malaysian former employees.

It there is any substance to Mr Donovan’s speculation, then we would have to add ‘racist policies’ to the description listed above.

The Defendant has gone on a wild rampage with Alfred Donovan to consider any wrongdoing done by any Shell company around the world. He then extrapolates from the particular – individual instances of impropriety anywhere in the world – and reaches a general conclusion that the 8 Plaintiffs have been dishonest, engage in criminal conspiracy and criminal conduct generally.

In the rambling megalomaniacal affidavit Defendant elevates himself to a pedestal and concludes from the fact that he was dismissed and that this was because he had discovered the TRUTH’.

Yet, in all this, not one iota of specific fact is raised to justify any of the very serious allegations against the Plaintiffs. As we have seen, these include allegations of:

Deliberate falsification

Destroying documents to thwart legal proceedings

Racism

That is why he had to run to the Donovans for assistance. Even now, not one specific fact of wrongdoing has been supported.

‘Over·the-top’ abusive and snide statements like those made by the Defendant, aided and abetted by Alfred Donovan constitute clear evidence of an absence of honest belief.

EXTRACTS END

DESPITE ALL OF THE BLUSTER, ROYAL DUTCH SHELL SETTLED OUT OF COURT WITH DR HUONG TO STOP THE CASE BEING HEARD IN OPEN COURT. DR HUONG HAD PREPARED EXTENSIVE EVIDENCE SUPPORTING HIS ASSERTIONS AND HAD MANY WITNESSES LINED UP. FOR OBVIOUS REASONS, SHELL DECIDED THAT AT ALL COSTS, THE CASE HAD TO BE KILLED BEFORE IT CAME TO TRIAL. HENCE THE OUT OF COURT SETTLEMENT AFTER YEARS OF LITIGATION, JUST AS SHELL DID WITH THE NIGERIAN TRIAL IN THE USA.


Crisis Media Management in the Digital Age

Extracts from the newly published book: “The Four Stages of Highly Effective Crisis Management” by Jan Jordan-Meier

ALL EXTRACTS FROM THE CHAPTER: “Dealing with Bloggers”

From page 163

First, treat bloggers like mainstream journalists…

The big difference is that they have no editors–there is no editorial chain of command other than their loyal followers and readers.

From page 164

While moms will be fiercely protective of their young, and will fight for their cause (and so would I), so will just about any purist.

Shell found that out when a father-and-son blogging team almost brought the company to its knees. A United Kingdom blogger, who is ex-British military, claims that the team’s blogging efforts have cost the oil giant $15 billion- yes, $15 billion!

Alfred Donovan, now 90-plus years old, and his son John have been collecting and publishing information online about Shell’s activities since 2001. Not only have they been actively campaigning against the company for nearly a decade (they started in 2001), but they own the domain name www.royaldutchshellplc.com–Shell’s proper name, you guessed it, Royal Dutch Shell.

According to an interview on their blog, the site receives millions of hits per month and many of the people using the site are shell employees.

Influential–you bet. The Donovans and their blog are regularly quoted in the mainstream media–no doubt that the father-and-son team is an ongoing headache for Shell.

Amazon

£250,000 to close down anti-Shell website

By John Donovan

We have recently received information from Shell in response to our 2011 SAR application under the Data Protection Act.

It always contains some surprises, and this time is no exception.

Unbeknown to us, Shell engaged in email correspondence in September/October 2010 with an unknown third party, a business owner, on the subject of Shell paying us a large sum to stop our campaigning focused on Shell.

The correspondence is reproduced below in chronological order, with the first email dated 25 Sept 2010. Identification information other than our surname and web domain name has been redacted by Shell.

We have good reason to believe that the person responding for Shell was Mr Richard Wiseman, Chief Ethics & Compliance Officer, Royal Dutch Shell Plc. Mr Wiseman retired a couple of months ago.

We have no idea of the identity of the person who contacted Shell. We assume that it must be someone who impressed Mr Wiseman, or he would not have engaged in the correspondence.

Basically the person suggested that Shell should pay us £250,000 to get rid of us.

THE EMAIL CORRESPONDENCE

From:
Sent: 25 September 2010 09:47
To:
Subject: The Donovans

Dear

I have no connections to Shell or the Donovan’s. An insomnia induced, web browsing session led me to the dispute between the two of you. I have no comment regarding the events, other than to say I can see that it has taken up a lot of resources between the two protagonists. If I were in Shell’s position I would offer the Donovan’s £250,000 to leave the world of Shell behind them and to get on with their lives.

Their website www.rovaldutchshellplc.com ranks 6th on Google! That is all.

Kind regards

RESPONSE FROM SHELL

On 9 Oct 2010, at 07:19,xxxxxxxxxxxxxxxxxxx    > wrote:

Dear

Thank you for your thoughts. I think that inadvertently you are suggesting we respond to blackmail. Apart from the ethical considerations, what we do the next time it happened?

Regards

Royal Dutch Shell plc Shell Centre, London SE1 7NA
Registered in England and Wales number 4366849 Registered Office: Shell  Centre, London, SE 1
Headquarters: Carel van Bylandtlaan 30, 2596 HR The Hague, The Netherlands

Tel:Fax:
Mobile:
Email:
Internet: http://www.shell.com

RESPONSE FROM BUSINESS OWNER

From:
Sent:    09 October 2010 09:51
To:
Subject:    Re: The Donovan’s

Dear

I can’t see how it could be construed as blackmail. The Donovan’s have already published information about Shell and will continue to do so. I am suggesting a legal agreement between the protagonists which would result in The Donovans transferring ownership of all their websites to Shell and agreeing not to publish anything in the future in return for a sum of money.

I own a successful business and the last thing I would want is a determined, disgruntled customer/supplier, hell bent on making my life difficult.

You must think I’m a complete weirdo or have some connection to the Donovan’s. Truth is I went to a wine tasting in Bury St Edmunds and really liked the building it was in, when I got home I googled the address. It turned out to be the former offices of Don Marketing.

Having spent 8 hours of my life reading all about the battles between the two of you I felt I might as well write to you and tell you what I would do.

Regards

Sent from my iPhone

RESPONSE FROM SHELL

On 9 Oct 2010, at 10:17, xxxxxxxxxxxxxxx    > wrote:

Mr

As you know the conflict between Shell and the Donovans goes back many years. I would prefer not to go into the details of why an arrangement of the sort you suggest would not work in practice with these individuals.

Regards

Royal Dutch Shell plc Shell Centre, London SE1 7NA
Registered in England and Wales number 4366849 Registered Office: Shell Centre, London, SE1
Headquarters: Carel van Bylandtlaan 30, 2596 HR The Hague, The Netherlands

Tel
Fax:
Mobile:
Email:
Internet: http://www.shell.com

RESPONSE

From:
Sent:    0-9 October 2010 10.29
To:
Subject:    Re: The Donovan’s

Dear

I guess if it were that simple, it would have been resolved many years ago.

[ hope you'll excuse my intrusion.

Regards

Sent from my iPhone

EMAIL CORRESPONDENCE ENDS

Shell used the word blackmail and also implied that we could not be trusted to keep to any such agreement.

Both charges are entirely without foundation.

Shell has settled several High Court actions we brought against the company for breach of contract. Shell subsequently broke the peace treaty settlement signed in 1999 and as a consequence, we served legal notice on Shell that it had repudiated that agreement. Shell took no legal action denying that this was the case. All of this is documented. It is Shell that has a “breach of contact” track record and cannot be trusted to honour agreements.

All of our campaigning activities against Shell are entirely non-commercial and always have been. There is no income from our activities. We have not approached Shell suggesting that they should pay us anything to cease campaigning and will never do so. We have never asked anyone else to approach Shell on our behalf and will never do so.  Hence any suggestion of blackmail is also unfair and untrue.

We were approached by a businessman some years ago seeking our permission for him to contact Shell with the aim of negotiating a deal with the same objective, on the basis of him receiving a fee of some kind. We declined his offer.

We are aware from previous Shell internal documents supplied to us in response to a SAR application that someone at Shell raised the prospect of trying to “engage with the Donovans, to try to bring them onside or get them to tone down their anti Shell stance?”

A retired senior Shell manager, a Dutchman, approached us in 2007 and again in 2011 asking if we had any objections to him trying to act as a peacemaker between the parties. He had approached Shell on the same basis, an offer to act as an unpaid intermediary out of the best of intentions – blessed are the peacemakers. He met with me in the UK and with Shell directors at The Hague.  The last I heard from those discussions is that the Royal Dutch Shell Company Secretary and General Counsel Corporate, Michiel Brandjes, who is now designated as our main contact with Shell, says that I get on well with him, which is perfectly true. I have even received Christmas greetings from him.

Under the circumstances, why would anyone, including The Sunday Times, be under the impression that we have any animosity towards Shell?


The Guardian: 92-year-old’s website leaves oil giant Shell-shocked: 26 October 2009

PDF Version of Guardian article

RELATED ARTICLES

SANTA BARBARA NEWS PRESS: Gripe Sites are all the rage now: 7 February 2009

BUSINESS NEW EUROPE: Shell gets stuck in a Sakhalin blog-mire January 2007

Since the 1990′s, Royal Dutch Shell has been at war with the Donovan family: The Times City Diary 22 September 2007

Online revolutionaries: Sunday Telegraph 9 September 2007

Pressure on Shell over safety of platforms: Saturday 8 September 2007

Prospect Magazine: Shell’s Colchester headache: 12 September 2007

Shell on back foot as ‘gripe site’ alleges safety concerns: Daily Mail 1 September 2007

Nikkei BP (Japan): Gripe sites are becoming more powerful: 13 November 2007

AN ATTEMPT by Royal Dutch Shell to claim the website royaldutchshellplc.com…: The Times 16 August 2005

Hostile Domain: The Times City Diary Tuesday June 21 2005

Shell Wages Legal Fight Over Web Domain Name: The Wall Street Journal Thursday 2 June 2005

one world trust Accountability in Action Newsletter July 2007: Royaldutchshellplc.com – The power of a website: 27 July 2007

Inside the Shadowy World of Shell Corporate Security

By Alfred & John Donovan

We knew that Shell took seriously the leaks of information and Shell internal documents which have been supplied to us over several years by Shell employees. This was plain from Shell internal documents the company has been legally obliged to disclose to us.

We did not know just how seriously, until information reached us recently from a Shell Corporate Security source.

Leaked Shell Corporate intelligence documents now in our possession cover Shell’s security plans until 2014.

This is evidence that Shell’s counter-measures have not been entirely successful.

The email below was sent yesterday evening to the Company Secretary & General Counsel Corporate of Royal Dutch Shell Plc.  We also sent copies to Peter Voser and Malcolm Brinded. The draft article contains revelations about Shell’s cloak and dagger activities, including infiltrating Shell spies into host governments.

The “CAS” mentioned in the email is an abbreviation for Shell Corporate Affairs Security.

We will publish the article at midnight UK time tonight unless we receive a response from Shell before then, or receive notification of a High Court Injunction blocking publication.

THE EMAIL

Dear Mr Brandjes

Printed below is a self-explanatory draft article.

I have supplied as an attachment the sample CAS Intel Summary document mentioned in the article, which we plan to make accessible online.

Please advise if Shell has any objections to publication of this document, and if so, on what grounds? Obviously we do not want to put anyone at risk, though we cannot see that this would be the case, as the intel information is not current.

As usual, Shell is invited to supply for publication on an unedited basis, any comments you wish to make on this matter. You are also invited to point out any factual inaccuracies, so that appropriate action can be taken before publication.

Please let me know if you need time to consider this matter, in which case kindly indicate when a substantive response is likely to be supplied. We are, as always, more interested in accuracy than expeditious publication.

If, however, I receive no indication from you within the next 24 hours that a substantive response is being prepared, I will assume that Shell has no objection to publication, fully accepts the accuracy of what is stated in the article and does not challenge the authenticity of the Intel Summary Document.

Best Regards

John Donovan

RELATED ARTICLE

Shell embedded spies in host governments of Nigeria, Dubai and Iraq

Pirates of the Intranet

Working in internal communications is hard enough – but it just got tougher with the arrival of pirate sites that can sink your company intranet. Marc Wright offers some useful tips to ward off the invasions.

by Marc Wright

Internal communications is facing its greatest threat ever. The rise of low-cost websites created by employees for employees means that your own intranet, forums and newsletters run the risk of being bypassed and rendered obsolete. In this article I explore the history of pirate sites; look at some examples of ‘gripe’ sites that have cost companies dearly; and suggest some steps you can take to protect yourself and your channels from these marauding invaders.

A short history of Pirates

It all started 5 years ago with the arrival of a particularly vicious website called www.ComEdreporter.com – an anonymous site that started to take pop shots at the American power utility ComEd and its parent, Exelon. The site was poorly designed and vitriolic, but if you worked in the industry (or reported on it for the media) it was an irresistible port of call. Every time there was a power cut, or the management took an unpopular action, the inside story would appear on this pirate site in less than flattering terms:

“Yet another day of insanity; it really is a crime what they have done to this company. The employees lose, the customers lose and the execs get all the money..”

In an online poll of the question “Does Exelon/ComEd treat you like a valued employee?” the results were less than flattering (see right).

ComEdreporter was typical of these anonymous sites; design and layout were rudimentary and all contributions were hidden behind obscure names for fear of reprisal. Yet the site was popular among journalists who would quote from it whenever Exelon was in the news and the pirates were getting more hits than the official site. Today this pirate site (or ‘gripe site’) is no longer sailing on the high seas of public opprobrium. Either through lack of interest or funds it is now a shadow of its former self. Why it has withdrawn from criticising the company is hard to tell as no one at the publishers wanted to talk to me about why they no longer post, but for a while it was a real threat to the company’s reputation and internal relations with staff.

Losing the radio station

In the meantime some other, far more successful, examples have become established. A good example is www.browncafe.com which is the site run by and featuring the comments of the many thousand employees of the parcel delivery company UPS.

Browncafe was established in 1999 and now boasts thousands of threads and hundreds of thousands of posts. They contain the obvious comments such as those about pay and conditions, disciplinary procedures and unpopular management initiatives. But the site is also home to a great deal of best practice advice as well as engaging humour.

The content is mostly from North America but it shows a healthy range of subjects (including tackling racism at work) that any intranet editor would be proud to have on their own site. But when I asked the corporate PR team at UPS what they thought about the site they pleaded a lack of resources to engage with it:

“Although we occasionally look at browncafe.com to see what’s on there, it’s not a UPS sponsored site so there isn’t any interaction for us to discuss.”

Yet if you look at a word cloud of issues on browncafe then you will see that the most popular tag by far is “management”.  It seems the internal team are in denial about where their audience is getting much of their information about the company where they work. Ignoring such rich and extensive content is not just short-sighted, it’s ceding communication power to a channel where the company has neither control nor influence.

The $2 billion gripe site

One large organisation that has paid dearly for the activity of a pirate site is the oil giant Shell. www.royaldutchshellplc.com may be the legal name of the Anglo-Dutch company but it certainly isn’t their official website. Instead it’s run by the Donovans in Essex, England, a father and son team who dedicate their time to being a thorn in the side of the multinational.

The origin of their feud goes back in the mists of time when the two men ran a marketing promotion business servicing Shell. They claim they lost the contract unfairly when there was a change of commissioner at the client. Numerous court cases between Shell and the Donovans ensued but the most significant one was where a US judge decided that, since the Donovans make no money from the site, they are full entitled to use the URL. And use it they have to vilify the company (although they claim to always check their facts with Shell first).

According to John Donovan the site receives over 1.7m hits per month from environmentalists, disgruntled former employees and journalists. As it has grown www.royaldutchshellplc.com has become a lightning rod for all dissatisfaction with the oil company – and some of those strikes have been very expensive.

A case in point is control of the Sakahlin gas fields off the East coast of Russia. Shell developed the fields when gas was at a much lower price than today and signed a very lucrative deal with the Russian government for a share of the future revenues. But as the price rose Russia’s green minister Oleg Mitvol contacted the Donovans to find as much dirt as he could on the company’s environmental record.

John Donovan opened up the voluminous files that fill the modest house he shares with his 93 year-old father. Even the kitchen cupboards groan – not with food – but with files that have been leaked over the years to these men with a mission. Armed with the Donovans’ information Mitvol was able to rescind the agreement with Shell and force them to sell a huge part of their share in future revenues to the Russian Statoil.

The rumoured cost to Shell – a cool $22 billion.

Twittering pirates

But pirates do not just sail the website channels – they also ply the oceans of twitter posts. Another oil company, BP, realised too late that a pirate had disguised itself as the official sounding twitter feed of BPGlobalPR. The tweets were a witty twist on BP’s lacklustre PR efforts such as:

“Think locally, act locally- if you don’t live near the Gulf of Mexico, get on with your life.”

“This mess would be a lot easier to clean up if we were allowed to use slaves.”

Before BP could appeal to twitter to block the unauthorised use of their brand the twitter feed had achieved huge traction. The man behind it, Leroy Stick, explains his motivation:

“I started @BPGlobalPR, because the oil spill had been going on for almost a month and all BP had to offer were bullshit PR statements. No solutions, no urgency, no sincerity, no nothing.  That’s why I decided to relate to the public for them. I started off just making jokes at their expense with a few friends, but now it has turned into something of a movement.  As I write this, we have 100,000 followers and counting. People are sharing billboards, music, graphic art, videos and most importantly information.”

It is difficulty to quantify what damage this pirate effort inflicted on BP – but it certainly didn’t help their efforts to limit the shredding of their reputation during the period of the Deep Water Horizon oil disaster. Humour can be a deadly weapon in undermining a company that is vulnerable to criticism and social media offers a cheap accessible tool that can go viral very quickly.

Treasure map

So what should you do to protect your internal communications from pirate attacks? Here are 4 steps to fighting pirates before they can board your vessel.

1.  Be afraid – very afraid

Do not ignore a pirate site, but recognise it for the threat it is. Just because their site is poorly designed with atrocious spelling and scant regards for your brand guidelines, do not think they will not attract an audience. Pirates have the advantage of appearing to represent the voice of staff – and if they do it in an authentic and amusing way then their share of people’s attention will grow rapidly and your authority as an internal communicator will diminish.

2. Protect your treasure

Your brand is extremely valuable – so protect it in the online environment. Register all the obvious permutations as website URLs and twitter feeds. Also scan the blogosphere and the web using google alerts for any malicious use of your company name so you can see the pirates coming.

3. Get All Hands on Deck

If you are attacked by pirates then make sure you have all your canons pointing at them. Enlist external PR, Legal, HR, Marketing and the senior team to help you repel boarders. Your CEO might not consider a jokey website too much of a threat to the business, but remember what happened to Shell who have paid dearly for what started as a minor skirmish over a marketing contract.

4. Borrow their clothes

When in the 1960s the BBC started losing young audiences to a pirate radio station – Radio Caroline moored out in the North Sea – they first tried to shut it down using government authority. But as Richard Curtis’s film, The Boat That Rocked, portrayed – this was a strategy doomed to failure.  The allure of rock and roll was always going to win in the battle for the ears of a new generation. So instead the BBC stole all the pirate DJs, adopted the style of the new format and set up Radio 1, which then became the station of choice for Britain’s teenagers.

In the same way I urge you to look at what works on the pirate sites and adopt those same techniques for your own intranet. One of the most popular features on Browncafe is a space for delivery drivers to post the most silly or badly spelled signs that they come across on their routes (see right for an example).

Now if the official intranet owned this sort of user generated content they would not be in such danger of losing their own radio station.

SOURCE ARTICLE published 3 August, 2010 – 15:58

Royal Dutch Shell Spooks

AN INTRIGUING TURN OF EVENTS IN SHELL ESPIONAGE MACHINATIONS

By Alfred & John Donovan

Regular visitors will be aware of our extensive history stretching back over a decade of being the subjects of intense Royal Dutch Shell espionage activity.

Shell admitted in writing its association with an undercover agent caught red-handed at our offices using fake credentials. Shell informed us that he was not the only investigative agent on our case, but refused to reveal the nature and scope of other intelligence gathering activities.

Shell categorically denied any connection with other sinister events, including threats made against us and our key witnesses in the run up to a High Court action against Shell; burglaries at the homes of our lawyer, our main witness and our own home during the same period, when Shell related documents were examined; interviews conducted with our key witnesses and our solicitor by undercover agents pretending to be journalists for well known newspapers.

We later discovered that Shell senior directors were the spymasters and major shareholders in Hakluyt, a private intelligence firm in London said to be staffed by former senior MI6 officers. Hakluyt had been engaged on an international basis mounting subversive spying operations against Shell’s perceived enemies, including Greenpeace, The Body Shop and Nigerian activists. We subsequently corresponded with Hakluyt in circumstances of astonishing intrigue involving lawyers at The Church of England and could not obtain a straightforward denial by Hakluyt of involvement in our case.

Shell spying on us and our website has continued through the years with Shell eventually setting up a global spying operation in an effort to stop Shell insider information from reaching us. The name of former MI6 senior officer, Ian Forbes McCredie, has been mentioned in our articles on this subject.

Mr McCredie has recently retired from his position as Vice President of Shell Global Security.

This is the AutoReply from his Shell email address:

From: Ian.McCredie@shell.com
Date: 12 April 2011 21:19:23 GMT+01:00
To: john@shellnews.net
Subject: Out of Office AutoReply: Test

I retired from Shell on 31 Dec 2010 but can be contacted on ian.mccredie@hakluyt.co.uk or +44 (0) 20 7491 5213.

Nico den Boer will be acting Vice President for Corporate Security until my successor assumes the role.

An intriguing turn of events in Shell espionage machinations. Need we say more?

COMMENT BY “ICEPICK”

Very interesting piece, and I can assure you does not begin to scratch the surface of these types of activities throughout Shell.

Gardaí investigate alleged death threats to Corrib whistleblowers

The Irish Times – Monday, April 11, 2011

LORNA SIGGINS Western Correspondent

GARDAÍ IN north Mayo have initiated inquiries into alleged threats made to a contact supplying information on the Corrib gas project to a British whistleblowers’ website.

Supt Pat Diskin of Belmullet Garda station confirmed yesterday his office was carrying out “initial inquiries” regarding “correspondence in relation to matters raised by a third party”, but could not comment further.

John Donovan, who runs RoyalDutchShellplc.com with his father, Alfred, said he had written to the Garda Commissioner last October and was contacted by Supt Diskin just over a week ago.

Mr Donovan said he had informed the Garda Commissioner’s office last October of alleged “death threats” made to a party or parties that had been sending internal documentation relating to Corrib gas to his website. Mr Donovan said he had no information on the identity of the contact, who began sending e-mails to his website on July 21st last year.

He said the contact claimed several months later that “death threats” had been made against those leaking the information.

“I pointed out that they had the option to cease feeding the leaked e-mails to me,” Mr Donovan said. “They did stop and I received the last communication on October 25th, 2010.”

Shell has declined to comment, but company sources have confirmed the veracity of the leaked information.

The RoyalDutchShellplc.com website is highly critical of Shell’s operations worldwide. It was established in 2005 by the Donovans, owners of a marketing company which was involved in court actions with Shell.

SOURCE ARTICLE

Whistleblower 2004 email on Shell reserves scandal

Honesty and Integrity once the pillars of culture in the Shell Group, no longer appear to exist.

John Scruton

Extracts from an email we received from Shell Whistleblower Dr John Huong (some personal information omitted)

From: huong john <drjhuong@XXXXXX.co.uk>
Date: 18 August 2004 14:00:32 GMT+01:00
To: John Donovan <john@xxxxxxxx.net
Subject: RE: FW: SHELL WHAT ELSE no3

Dear Mr. Donovans,

Good evening. I pray that you are both in the best and that Mr. Donovans Senior have been to see the doctor for a check up.

I got news from my lawyers that the affidavit that was filed was acknowledged by the High Court and that they have written to the Shell Lawyers informing them of the application.  The Shell Lawyers have two weeks to respond from yesterday and the hearing will take place on 21st September 2004. After the case is set aside I will again start to contribute to your website if Shell is not going to start talking like gentlemen!

Since I am unable to read the official Chinese language (Mandarin), I will get someone to translate them.

So Mr. Richard Wiseman was very unhappy with the news postings of the no nonsense evidence against Shell Senior Management?

Just now I was surfing through Tell Shell and I came across two postings which I believe I have not seen before. The article by John Scruton is very telling on the timeline and Shell Leadership when the crisis started to evolve and develop and subsequently erode staff who carried many years of Shell’s memory as a long time employee.

The article by Lloyd Taylor, he is probably the same person whom I knew when he was the Exploration Manager for Sarawak Shell Berhad/Sabah Shell Petroleum Co., Ltd when the Kinabalu Field was discovered.

These articles are very interesting in shedding much light into the leadership pertaining to strategic and operational aspects of adding and/or not adding reserves in Shell Operations.

I hope you find this story and many more interesting to the complex business of adding/reducing hydrocarbon reserves.

Thanks,
John

POSTINGS ON TELL SHELL

John Scruton: Current Crisis in the Shell Group – Delve Deep: 21 Apr 2004 07:55

I would suggest that the current crisis is but a symptom of greater underlying problems within the Shell Group. The move over the past 10 years to restructure the organisation and centralise control at levels where there is little understanding of the real issues at local operational levels, is probably a major factor in contributing to the management style currently prevailing in the Group. Honesty and Integrity once the pillars of culture in the Shell Group, no longer appear to exist.

As a major corporate shareholder has stated, the Group has under performed in then past 10 years!

The past 10 years have been a disaster within the Group as changes have been forced upon the organisation, without course to the consequences of such changes. Centralised control is not a culture that should prevail in an organisation where good initiatives and sound planning principles should be normal practice. Too much power is placed in the hands of individuals who do not have the necessary skills or disciplines to manage such a wide scope of responsibilities.

A once great organisation has allowed itself to be hijacked by the politically correct and so called innovative thinkers of modern organisational structure. This has been a disaster for the company not only in E & P but, in other areas of its business, and also on the effect on employees. The continual changes imposed without any thought of the real benefits has had a detrimental effect on the Group’s business and reputation.

There are many managers in the Shell Group and not enough good leaders (there is a difference!). It is time to review the management structure and organisation of the Group, not only at the top but throughout its organisation, down to national levels.

The current crisis is deeper than the problems at the top, and management behaviour throughout the organisation needs to be overhauled. There needs to be an acceptance of much greater accountability at all levels of management (Leadership!) throughout the company

John Scruton

********************************************************

L Taylor: Credibility and Reputation: Reserves Booking Responsibilities: 17 Apr 2004 02:00

Rightly, the response of the two Boards of Directors of Shell to the matter of the substantive and recurring overstatement of oil and gas reserves, and the subsequent poor process of disclosure to the market, has been to hold accountable two of the most senior leaders of the company. These leaders played a pivotal role in defining the business culture and in ensuring the inadequate oversight of the systems, processes and people that led to the situation.

However, the problem is clearly larger than the two dismissed leaders, and is not solved by the dismissals.

Shell E&P runs extensive peer review processes, under the direction of Regional Business Directors and a Technical Director, all of whom were members of the EP Executive Committee at the time the oil and gas reserves of the company were overstated. Were these people asleep on the job? Were they complicit in the overstatement of reserves, receiving financial and or career incentives as a result? If not, then what is the explanation for the failure of the governance process in the Shell EP business and what is to be done?

I suggest that the solution involves fundamental attitudinal change, to address the requirement for greater individual accountability at all levels of leadership in the company. This is at the heart of the current credibility crisis and the degree to which it is met will determine the long-term viability of the Shell EP business.

Regards
Lloyd Taylor

Dr John Huong: an employee of Shell Malaysia for 29 years.  Dr Huong was the Shell Production Geologist who blew the whistle internally on senior managements deliberate inflation of claimed proven hydrocarbon reserves.

Donovans v. Royal Dutch Shell

By John Donovan

Printed below is our most recent correspondence with Royal Dutch Shell Plc.

It is self-explanatory.

From: John Donovan <john@shellnews.net>
Date: 2 February 2011 14:47:14 GMT
To: gavin.white@shell.com
Cc: michiel.brandjes@shell.com
Subject: Section 7 (1) of the Data Protection Act

To:

Mr. Gavin White
Company Secretarial Department
Shell International Limited

Dear Mr. White

Section 7 (1) of the Data Protection Act

As you may be aware, my father Alfred Donovan and I reached an agreement with Royal Dutch Shell Plc Chief Ethics & Compliance Officer, Mr Richard Wiseman, that in future our Subject Access Request applications to Shell would be made on a joint basis i.e. in the names of Alfred and John Donovan.

Bearing in mind that a year has passed since our last application, we formally request that you please send us the information to which we are entitled under section 7 (1) of the Data Protection Act 1998 in relation to our dealings with Shell. This is to include all documents, drafts, reports, emails, communications, correspondence, transcripts and any other information held by Shell, which contain either or both of our names, or abbreviations thereof, or codes which signify our names.

In this connection, we have supplied some background information, which will hopefully assist in locating relevant information. To avoid constantly repeating the formal request and the range of information set out in the above paragraph, please take it that the specified range of information automatically always applies, including whenever we use the term: “We request all relevant information”.

At the time of our last application, just over a year ago, on 13 January 2010 to be precise, we were unaware that Shell had resolved all litigation with Dr John Huong, (aka Dr John Huong Yiu Tuong) the former employee of Shell in Malaysia. We now seek all relevant information in the control or possession of Shell stretching back to and including 2004. We have previously been advised by Shell that you are not obliged to provide SAR information relating to litigation in progress. That situation no longer applies in relation to Dr John Huong. We are aware that RDS Plc head office lawyers were involved in the litigation, which stemmed in the first place from information we published on our website.  A UK registered company was one of the eight companies within the Royal Dutch Shell group that sued Dr Huong for defamation, obtained multiple injunctions against him and sought his imprisonment for alleged contempt of court in respect of further information posted on our website. Since we played the key role, it also seems likely that reference was made to one or both of us and/or our website in the settlement documents.

For many years Mr Richard Wiseman has been the key person at Shell dealing with all matters relating to us. Particular attention should therefore be applied to his files including contact with the news media, matters relating to WikiLeaks, Wikipedia, and matters relating to Shell Oil USA, including the industrial espionage investigation of Shell by U.S. authorities, as authorised by U.S. Defence Department attorneys to be confirmed to us by a high level U.S. Intelligence source. We would also request all relevant information concerning the related former Shell employee whose name will already be known to Shell.

Our first SAR application revealed that a crisis reaction team had been set up to counter our website activities. The content of one email was decidedly hostile towards us. Please supply any further correspondence or documents relating to the same or any subsequent team, third party, or person, involved in any such activities such as industrial espionage and/or hacking on behalf of Shell, perhaps involving Shell Corporate Affairs Security. In this connection we also request all relevant information naming or referring to one of both of us in the possession or control of Shell Global Security. Please also address this request to Mr Ian Forbes McCredie OBE, the former British Secret Service officer who is head of Shell Global Security and Richard T. Garcia, the former senior FBI official of 25 years standing, who is Global Security Advisor for Shell International. We request all relevant information.

Please also supply any relevant Shell correspondence with Saudi Aramco, and/or the Saudi Arabia government/regime, and/or Motiva Enterprises, in which we are referred to or are named. We request all relevant information.

Other matters and events in the last years which may have generated relevant information include the Shell Global Address Book database leaked to us; the Corrib Gas Project controversy, including alleged death threats made to our Shell insider contacts; our supply of Shell insider documents to U.S.federal investigators in relation to the Gale Norton controversy (they approached us); the controversy surrounding Shell’s plans to drill in the Arctic Ocean; the controversy surroundings Shell’s dealings with Nigeria, Libya and Iran; the controversy surrounding Shell’s historical dealings with Hitler and the Nazis.

Basically, we seek all relevant information held by Shell in all departments including PR/media, which has not previously been supplied.

Can you please ensure that we can identity where Shell has redacted information, as this is impossible to do on many documents you have previously supplied. There should always be heavy black lines denoting redaction, not just white spaces. Without such indication, it is sometimes impossible to identify for certain when redaction has taken place, for example at the end of a line of print (where the print margins are not justified) or at the end of a sentence, if there are just blank spaces indistinguishable from the non printed background of the document.

If you need further information from us, or a fee, please let us know as soon as possible.

If you no longer handle these requests for your organisation, please pass this email to your Data Protection Officer or other appropriate officer.

Best Regards

Alfred Donovan and John Donovan

RESPONSE FROM ROYAL DUTCH SHELL PLC 17 FEBRUARY 2011 (PDF)

MAIN TEXT

17 February 2011

Mr John Donovan’s email to myself dated 2 February 2011 requesting information pursuant to section 7 (1) of the Data Protection Act 1998 will be dealt with on behalf of the appropriate companies in the Royal Dutch/Shell Group by Company Secretarial, Shell International Limited.

Please find enclosed two copies of a Subject Access Request form together with an Information Leaflet. The Subject Access Request form is for any Personal Data that any Shell Group Company operating in the UK may be processing apart from images from CCTV equipment. If you want information about or a copy of images from CCTV equipment please ask for a separate Subject Access Request form.

Each of you will need to complete a Subject Access Request form. The Subject Access Request form is divided into two sections:

Part A- asks you to give information about yourself that will help us confirm your identity. You will be asked to provide evidence of your identity by producing documentation with your application. When dealing with a Subject Access Request, the Data Controller has a duty to ensure that information he holds is secure and must be satisfied that you are who you say you are before disclosing the information.

Part B – asks you to declare that the information you have supplied is correct and to confirm that either you are the Data Subject or to confirm your relationship with the Data Subject.  A person who impersonates or attempts to impersonate another may be guilty of an offence.

If you wish to obtain information about Personal Data and a copy of any Personal Data from a Shell Group company operating in the U.K please each complete a Subject Access Request form and return it enclosing the following documentation:

  • A copy of an appropriate identification document for each of you;
  • Any other authorities requested;
  • The fee (or donation if appropriate) of £10 (only one fee of £10 is necessary);

Once we have received the completed forms, together with the appropriate documentation and fee where requested, we will consider the request. Unless certain exemptions apply or we require more information from you to identify the information you are requesting, we will supply you with information and a copy of the Personal Data requested within 40 days of receipt of the completed forms.

Please note that the form enclosed with this letter does not cover images captured on CCTV equipment. If you require information about, or a copy of these images please ask for a separate Subject Access Request form.

Yours faithfully

Gavin White

Shell International Limited

Invitation by Shell to a Malaysian jail cell

Article by Alfred Donovan

By June 2006 Shell Malaysia legal boss, Thavakumar Kandiah Pillai (right), had got himself into a most dreadful mess.

Two years earlier he had advised EIGHT different companies, all within the Royal Dutch Shell Group, to bring a collective defamation action against a former Shell Malaysia Production Geologist, Dr John Huong. The action was in respect of information published on an earlier version of this website, which I jointly own and operate with my son, John Donovan.

After reading the Thavakumar Kandiah Pillai Affidavit and related High Court Writ, both issued in June 2004, I immediately notified the Judge and Shell that they were suing the wrong party. So they all knew within days of issuing Draconian proceedings, that Shell had no legitimate grounds on which to pursue the action against Dr Huong.

Despite that knowledge, Shell begun a long campaign to terrorise him into accepting blame for something he did not do. He had  never published a single allegation against Shell. We prepared, edited and published articles based on information supplied to us by Dr Huong (and other Shell Malaysia current or former employees) by email and in numerous telephone conversations. We had also received leaked Shell internal emails.

Thavakumar Kandiah Pillai was not interested in the truth. He was determined to persecute Dr Huong.

It was now June 2006. I had recently supplied a sworn Affidavit setting out the truth.

In response, Thavakumar provided his own Affidavit to the High Court demanding my presence in Malaysia for cross-examination in relation to my Affidavit, despite knowing that I was 89 years old.

In a related High Court Summons, Shell demanded that my Affidavit be “expunged from the record” if I did not appear in the Malaysian court for cross-examination.

It was, however, obvious from the content of his Affidavit that Thavakumar was desperate to put me off from actually making the trip. He knew that if I did do so, it would almost certainly demolish Shell’s entire case against Dr Huong, resulting in a huge loss of face for Shell Malaysia management and Thavakumar Kandiah Pillai. So he was in a real fix.

This explains the allegations in his Affidavit, which if accepted by the Judge, woud undoubtedly have led to my immediate imprisioment in Malaysia under a throughly corrupt dicatorship regime in bed with Shell for decades.  The same Affidavit contained reference to contempt proceedings which were already in progess against Dr Huong (seeking his imprisonment).

Extracts from some of the statements made by Thavakumar in his Affidavit: Donovan is outwardly contemptuous of this Honourable Court”; “Donovan impeded or interfered with the administration of justice”; “admits, aiding and abetting the Defendant in breaching the Injunction Order…”; “the Malaysian courts have ruled against the Defendant because they have been influenced by the Plaintiffs.”; “Donovan continues to impede or interfere with the administration of justice.”

Very serious charges.

We had offered to be cross-examined at the Malaysian Embassy in London, but this was not acceptable.

Shell eventually gave up in the face of potential negative publicity arising from pressuring an 89 year old UK citizen to travel to Malaysia in such circumstances. In 2009 Shell settled the case with Dr Huong.

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