Australia’s $180 bln LNG megaproject boom enters final stretch

Insider: I am not sure I want to know which one of our leaders is a child sex offender. I would like to know if management hired the guy aware of his past history?

TABOO: Is this another sensitive subject where we can we expect a memo from Donny Ching warning us not to discuss it with colleagues?

Equal Opportunities Employer: Guess his hiring and promotion prove Shell is an equal opportunities employer.

"Equal opportunity means that all people will be treated equally or similarly and not disadvantaged by prejudices or bias. This means that the best person for a job or a promotion is the person who earns that position based on qualifications, experience and knowledge. Workplace diversity values everyone's differences."

Apparently, with Shell HR this applies even if convicted of aggravated child sex offences on multiple counts with an appearance on the Sex Offenders Register. 

It does make the workplace uncomfortable for everyone who has contact with him. On the other hand, he has to work somewhere or otherwise conviction would amount to a life sentence for repellent acts carried out 14 years ago. 

Is it a praiseworthy policy or an act of folly to hire and promote such individuals? Or an act of negligence if HR pleads ignorance of his past criminal history? The latter seems unlikely bearing in mind that his past is common knowledge among colleagues and apparently, even suppliers.  

John Donovan: RECEIVED FROM A SHELL INSIDER SOURCE

"INTEGRITY OF LEADERSHIP" ...as a Shell staff member, I am always concerned about the integrity of the leadership team at any level. ...there is a recently promoted individual in a key leadership role. Staff are not happy working for this person as he is a registered sex offender since 2004 for aggravated sexual assault against a child. xxxxxxx website has his full profile including yearly pictures. All verifiable in the public domain. ...but for some reason management are turning a blind eye. It says a lot for the company! His conviction lists his full name as.............. You can confirm the Shell link via xxx. He works for Shell xxxxxx. Staff are appalled that he has now promoted in a key leadership role working with suppliers like xxxxxxx to improve the quality of services provided to Shell. Some suppliers are now also beginning to learn his history and quietly voicing surprise." (Some of the above information has been redacted by John Donovan. The name of the relevant individual in a Shell leadership role has been verified from court records and social media)

Bonus Group: Exshellman speaks of 'The BG merger for many was a final nail in the coffin, some of the hand picked people for the new club don't know their arse from their elbows.' This could not be more appropriate than for the Brasil Asset which is probably currently plotting its next fraud against Petrobras. These miscreants should be flushed out of the system, but are probably biding their time and counting their share options waiting for them to vest, and also waiting for their next bonus to be announced before considering jumping ship. They make little to no valid contribution to the Asset. Let's hope that their commutes are long and arduous, though most of them have probably weaselled a 'working from home' option, from where they do little work and can make endless cappuccinos at the shareholders expense!

Bonus Group: That well known Schlumberger ex-Chief with 'operations experience', Andrew Gould (Mr Corridor having seen fit to distance himself from the BG Group debacle) is now in the news as Chairman of a Houston based outfit called Sentinel, a blank-check company . The latter having struck lucky with a pipeline company called Strike in a $854MM deal. “If I take all my experience in the oilfield, I don’t think I see any other service segment which has been so outsourced as this one,” said Gould. Strike’s main focus will remain pipeline maintenance. The deal comes less than a year after Sentinel raised $345 million in an initial public offering. The company, which up until now had no assets, was set up as a so-called special-purpose acquisition company, or SPAC. Gould is returning to public life after helping orchestrate the sale of the failed BG Group to Shell for $54 billion in 2016. Let's hope that there is a knighthood in it for him!

Bogus Group: The release of the Shell Brent PSMR is shocking testimony of the culture these pathetic incompetents administered without challenge. When Shell was generating huge revenue for the treasury, the regulator, even government ministers had their heads in the sand and a lack of accountability meant they could move on to spread their malignance. Finlayson took his “talents” to BG, another company ruined by pathetic incompetents with the same DNA.

Brinded joined Network Rail who appointed Mark Carne, another Shell/BG stray, described in one tabloid as the “bungling rail chief”. It’s ironic he now talks about (Rail Engineer 27.09.18) joining from Shell “part of an industry with a strong safety culture” and being motivated by big businesses, which are “safety-critical”, with more waffle about safety leadership and safety performance.

Will someone ever be able to “drain the British swamp” of these conceited executives who disingenuously hide behind the “safety and good old business principle banners”, to further their greed and lust for power at whatever cost.

RETIRED OIM: Bill, now the full horror of your findings during the Expro audit have been made available via Johns’ web site I wonder what kind of reaction, if any, will be generated. In retrospect and with hindsight, publishing earlier might have sealed Brinded’s demise sooner and he would never have risen to an apparent level of “the untouchable”.

The Italians hopefully will ensure he will be disgraced never to be any where near a responsible position again.

Sad to think the MF will be drawing several million £ pounds a year in pension rights as well as the vast number of Shell shares he was allocated as a direct result of his dictatorial years of apparent criminal behaviour. Just one of people who turned Shell from a well respected Company who treated Staff as a precious asset to be nurtured rather than be coerced and then dumped at the first opportunity.

exshellman: After the Shell BG merger completed in 2016 , a lot of really good people lost their jobs , it was handled terribly by the HR dept and the so called 'General Managers' culled some of the best experts they had ...in less than a year of the redundancies Shell were struggling and now with the lack of expertise...they have had to take in contractors to fill staff positions ..within a year of the redundancies ... they could be liable if people took this issue up.. Also Shell were looking at hiring back some old boy network ...who are now pensioners to come back in as managers to help out with the problems ..LOL . they have so much dead wood staff on their books and the company is ran like a club. I'm glad to be away from the farce that Shell became , the malaise started around about 2004 when they began to lose the plot. The BG merger for many was a final nail in the coffin, some of the hand picked people for the new club don't know their arse from their elbows. The only way Shell actually make profits is when the oil price goes high... when Brent is low they can't compete within their quartile or peer groups. I'll keep abreast here on the blog

Contributor to this blog: I’ve just come across an article "Tips & Insights: A World-class Combination" about the proposed combination of Royal Dutch Shell, one of the largest companies in the world and 'best known for its gasoline stations' and BG Group, a natural gas specialist.

The article centres on Sarah Franklin, (BG chief counsel, with a list of responsibilities, including health and safety after her name), who would be BG’s legal lead for integration planning.

In the article she explains that emotional intelligence was pivotal to success. I find this strange, as emotional intelligence wasn’t an attribute in BG Group. Could this be integration jargon?

Franklin has apparently added other governance matters, including human rights and whistleblowing investigations to her legal skill set. She set up BG’s first whistleblowing program.

She has inherited a new team that focuses on complex safety and environmental issues. As noted in the article, in Shell Legal, many lawyers advise on safety and environmental matters but it didn’t have a global core of experts.

If you are a Shell employee, be extremely cautious about the content of the two preceding paragraphs. If you have concerns, especially those with a safety connotation and you wish to engage with her……….beware.

I’m sure other revelations will eventually surface.

Bogus Group: I listened to the then BG Group chief executive drool over the Petrobras ‘partnership’ at his award speech for GB Personality of the Year by the Brazilian Chamber of Commerce in 2013 (https://youtu.be/pfknsxjT2Rw). He described many extraordinary moments during this partnership, a relationship that had flourished with ‘mutual trust and respect and super giant discoveries’, which was going from strength to strength. He was looking to a very long future with many more Eureka moments for BG and its partners in the years and decades to come. So why would they want to put such ‘jewel’ in the Shell crown and who was responsible for this? At that time did anyone envisage the fall from grace in the coming months and years? Since then there has been turmoil in both companies, what could possibly have gone wrong. Insiders will know the answer.

Bonus Group: Andrew Gould, Chairman of the disgraced BG Group, who allegedly was seeking a knighthood by joining the company has gone to ground. Given his contractor mind set coupled with his training as an accountant does not bode well for the industry. His LinkedIn profile shows that he is still Chairman of BG Group, as well as being a Board Member (Non Executive!) of Saudi Aramco. Given that Saudi Aramco are going to drop their IPO, this could well leave 'Mr Corridor' twiddling his thumbs and wondering how he can manoeuvre back into a position where he can achieve his ambition of being knighted.

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