Shell recognizes that oil and gas exploration in the Arctic region often disrupts indigenous communities who rely on the local environment for their livelihood and culture. The document discusses Shell's efforts to work with indigenous communities by listening to their concerns, incorporating traditional knowledge into its operations, providing employment and economic opportunities, and supporting cultural preservation initiatives. Shell's goal is to balance energy development with maintaining the indigenous way of life.
What is Legacy? What does the word mean and how can we leave a “legacy” behind? If we look at the meaning in a dictionary, one would assume that we are talking about a static thing. However, when we talk about the legacy of association meetings, we could not be further from the truth! Whether it is the wealth of knowledge shared, the advancement of science, eradication of illnesses, changes of policy or creating awareness for a societal affliction, legacy is dynamic, develops organically and grows exponentially in accordance with the number of contributors supporting it. Whether we work for an association, venue, bureau or meeting organiser, we can all contribute to legacies. Join this session and be inspired to go further by being the force behind the creation of gifts and legacies for generations to come.
People, planning and the opportunities to make a difference- Bob Earllrebeccalynam
Dr. Bob Earll, founder of Communications and Management for Sustainability, will share information on marine planning in and around the Irish Sea as well as fisheries, biodiversity and ‘society’ with a focus on the difference individuals
and organisations can make.
Up 7% BrandZ™ Top 100 Rises 7 percent With growth across categories Year of recovery, refinement and relevance There was a new tone. It fit the new normal. Both brands and consumers adjusted to constant uncertainty and sober expectations about economic growth.
They fit into the calculus of consumption the impact on the natural environment, personal health, and human well being along the supply chain. Shaped by these considerations, brand value appreciated. The value of the BrandZ™ Top 100 Most Valuable Global Brands rose 7 percent to $2.6 trillion last year, compared with a flat performance a year ago. All but two of the 13 categories analyzed in this report improved in brand value.
Technology and oil and gas declined modestly. These results indicate that strong brands continue to regain value lost during the recession and now, in some cases, surpass their pre-recession levels. The total brand value of the BrandZ™ Top 100 Strong Brands Portfolio has improved 77 percent since 2006. In addition, the BrandZ™ Top 100 Strong Brands Port-folio, comprised of diverse public companies, appreciated 58 percent during that eight-year period, compared with a market value gain of only 23 percent by the S&P 500. Despite a sharp decline in the growth of its brand value last year, Apple remained number one in the BrandZ™ Top 100 ranking, on the strength of the meaningful difference of its brand. Google moved to the number two position, marginally surpassing IBM, which continues to be the world’s most valuable B2B brand. These brands demonstrate both the capacity to grow brand strength quickly (Apple was founded in 1976, Google in 1998) and sustain it over time (IBM celebrated its centennial in 2011).
Three key themes emerge from the BrandZ™ Top 100 Most Valuable Global Brands 2013: Recovery The economy continued to improve— not everywhere, but in the US. All categories experienced healthy sales. Refinement With confidence still fragile, brands resisted introducing break-through innovations and instead encouraged consumer spending with incremental product and service improvements.
Relevance Reaching these more reflective consumers required offering products and services that not only projected mass appeal, but also promised personal relevance for the individual. BrandZ™ Portfolio outperforms S&P 500 Over the past seven years, the S&P 500 increased 23 percent in market value. In contrast, the BrandZ™ Portfolio of the strongest brands appreciated 58 percent.
What is Legacy? What does the word mean and how can we leave a “legacy” behind? If we look at the meaning in a dictionary, one would assume that we are talking about a static thing. However, when we talk about the legacy of association meetings, we could not be further from the truth! Whether it is the wealth of knowledge shared, the advancement of science, eradication of illnesses, changes of policy or creating awareness for a societal affliction, legacy is dynamic, develops organically and grows exponentially in accordance with the number of contributors supporting it. Whether we work for an association, venue, bureau or meeting organiser, we can all contribute to legacies. Join this session and be inspired to go further by being the force behind the creation of gifts and legacies for generations to come.
People, planning and the opportunities to make a difference- Bob Earllrebeccalynam
Dr. Bob Earll, founder of Communications and Management for Sustainability, will share information on marine planning in and around the Irish Sea as well as fisheries, biodiversity and ‘society’ with a focus on the difference individuals
and organisations can make.
Up 7% BrandZ™ Top 100 Rises 7 percent With growth across categories Year of recovery, refinement and relevance There was a new tone. It fit the new normal. Both brands and consumers adjusted to constant uncertainty and sober expectations about economic growth.
They fit into the calculus of consumption the impact on the natural environment, personal health, and human well being along the supply chain. Shaped by these considerations, brand value appreciated. The value of the BrandZ™ Top 100 Most Valuable Global Brands rose 7 percent to $2.6 trillion last year, compared with a flat performance a year ago. All but two of the 13 categories analyzed in this report improved in brand value.
Technology and oil and gas declined modestly. These results indicate that strong brands continue to regain value lost during the recession and now, in some cases, surpass their pre-recession levels. The total brand value of the BrandZ™ Top 100 Strong Brands Portfolio has improved 77 percent since 2006. In addition, the BrandZ™ Top 100 Strong Brands Port-folio, comprised of diverse public companies, appreciated 58 percent during that eight-year period, compared with a market value gain of only 23 percent by the S&P 500. Despite a sharp decline in the growth of its brand value last year, Apple remained number one in the BrandZ™ Top 100 ranking, on the strength of the meaningful difference of its brand. Google moved to the number two position, marginally surpassing IBM, which continues to be the world’s most valuable B2B brand. These brands demonstrate both the capacity to grow brand strength quickly (Apple was founded in 1976, Google in 1998) and sustain it over time (IBM celebrated its centennial in 2011).
Three key themes emerge from the BrandZ™ Top 100 Most Valuable Global Brands 2013: Recovery The economy continued to improve— not everywhere, but in the US. All categories experienced healthy sales. Refinement With confidence still fragile, brands resisted introducing break-through innovations and instead encouraged consumer spending with incremental product and service improvements.
Relevance Reaching these more reflective consumers required offering products and services that not only projected mass appeal, but also promised personal relevance for the individual. BrandZ™ Portfolio outperforms S&P 500 Over the past seven years, the S&P 500 increased 23 percent in market value. In contrast, the BrandZ™ Portfolio of the strongest brands appreciated 58 percent.
These practice guidelines have been developed alongside the statutory guidance “The Right to Choose” issued under s.63 Q(1) Forced Marriage (Civil Protection) Act 2007. The statutory guidance sets out the responsibilities of Chief Executives, directors and senior managers within agencies involved with handling cases of forced marriage. It covers issues such as staff training, developing inter-agency policies and procedures, raising awareness and developing prevention programmes through outreach work.
This document seeks to supplement the Statutory Guidance with advice and support to front line practitioners who have responsibilities to safeguard children and protect adults from the abuses associated with forced marriage. As it is unlikely that any single agency will be able to meet all the needs of someone affected by forced marriage, this document sets out a multi-agency response and encourages agencies to co-operate and work together closely to protect victims. Forced marriage is a form of child/domestic abuse and violence against women; it should form part of existing child and adult protection structures, policies and procedures. In line with other publications on domestic abuse, these guidelines focus mainly on women’s needs and not men’s.
This is because 85% of cases referred to the Forced Marriage Unit involve women and the consequences for women are different than those for men. Although these guidelines focus on women, much of the guidance applies to men facing forced marriage – and men should be given the same assistance and respect when they seek help.
MULTI-AGENCY PRACTICE GUIDELINES: HANDLING CASES OF FORCED MARRIAGE
The document addresses specific areas where practitioners may inadvertently endanger a victim and gives advice on the steps practitioners can take to reduce the risk of harm to victims. The topics covered include: • A victim-centred approach • The dangers of family counselling, mediation, arbitration and reconciliation • The importance of sharing information with other agencies • Venues for interviews • Future contact and meetings • Personal safety advice and devising a strategy for leaving home • Missing persons and young people who run away • Confidentiality and security of information • Record keeping
CEDAW and MUSLIM FAMILY LAWS In Search of Common Ground The Musawah research project on the Convention on the Elimination of All Forms of Discrimination against Women (CEDAW) examined States parties’ justifications for their failure to implement CEDAW with regard to family laws and practices that discriminate against Muslim women.
The research reviewed documents for 44 Muslim majority and minority countries that reported to the CEDAW Committee from 2005-2010. This report documents the trends identified in the review, and presents Musawah’s responses to these justifications based on its holistic Framework for Action. It includes recommendations to the CEDAW Committee for a deeper engagement and more meaningful dialogue on the connections between Muslim family laws and practices and international human rights standards.
Musawah is a global movement of women and men who believe that equality and justice in the Muslim family are necessary and possible. In the 21st century there cannot be justice without equality; the time for equality and justice is now! Equality in the family is the foundation for equality in society. Families in all their multiple forms are central to our lives, and should be a safe and happy space, equally empowering for all. Musawah builds on centuries of effort to promote and protect equality and justice in the family and in society. Musawah is led by Muslim women who seek to publicly reclaim Islam’s spirit of justice for all.
Musawah acts together with individuals and groups to grow the movement, build knowledge and advocate for change on multiple levels. Musawah uses a holistic framework that integrates Islamic teachings, universal human rights, national constitutional guarantees of equality, and the lived realities of women and men. Musawah was launched in February 2009 at a Global Meeting in Kuala Lumpur, Malaysia, attended by over 250 women and men from 47 countries of Africa, Asia, Europe, the Middle East, North America and the Pacific.
Innovation for Women Empowerment and Gender EqualityDr Lendy Spires
From the eradication of foot binding to foot pedaled water pumps, from the Pill to property rights, innovation can transform women’s lives. Virtuous circles of change can be sparked by women’s use of a seemingly simple technology; a shift in social attitudes about what is possible for women; or increased access for women to economic opportunities, employment, savings and credit.
More than at any other time in history, the world is poised to leverage innovation to improve the lives of poor women and empower them to realize their potential. Innovation and women’s empowerment are rarely discussed within the same context but each has essential value for human progress. Both innovation and gender equality underpin all of the Millennium Development Goals (MDGs) and both require thinking and acting beyond existing, predefined parameters.
Both endeavors require breaking the mold. As the imperative to ensure women’s participation and rights in social, economic and political progress gains urgency, innovation presents a particularly exciting pathway for seizing the present moment and achieving the goals of women’s empowerment and gender equality—goals that have been so difficult to realize in the past. At the most basic level, innovations can benefit women simply by improving their well-being in terms of health, nutrition, income, even life span.
Beyond vital improvements in well-being, innovations can lead to women’s empowerment, securing freedom and resources for women to make decisions, build confidence and act in their own interests. Deeper and truly transformative innovations reshape men’s and women’s roles on a longer-term basis. Examples abound where only yesterday women were immobile, but today move freely, where women were silent but today have a voice, where women were dependent but today are the engines of progress for their families, businesses and communities.
It is well known that innovation and shifting gender roles are each catalytic processes that drive change. But little is known about the connection between innovation and women’s empowerment: How do innovations create long-term, positive shifts in gender relations? This research is the first scholarly assessment of its kind to understand how innovations have improved women’s well-being, empowered women and advanced gender equality. We examine eight catalytic innovations in three domains that intersect areas with the greatest need and most creative entry points for realizing women’s empowerment:
(1) technology use
(2) social norm change and
(3) economic resilience.
Funding Mechanisms for Restoring and Maintaining a Healthy Nisqually WatershedNisqually River Council
In a follow-up to their 2009 Report, Earth Economics produced these recommendations for using ecosystem services to support conservation efforts in the Nisqually Watershed. Earth Economics worked closely with stakeholders in the watershed to develop the report.
These practice guidelines have been developed alongside the statutory guidance “The Right to Choose” issued under s.63 Q(1) Forced Marriage (Civil Protection) Act 2007. The statutory guidance sets out the responsibilities of Chief Executives, directors and senior managers within agencies involved with handling cases of forced marriage. It covers issues such as staff training, developing inter-agency policies and procedures, raising awareness and developing prevention programmes through outreach work.
This document seeks to supplement the Statutory Guidance with advice and support to front line practitioners who have responsibilities to safeguard children and protect adults from the abuses associated with forced marriage. As it is unlikely that any single agency will be able to meet all the needs of someone affected by forced marriage, this document sets out a multi-agency response and encourages agencies to co-operate and work together closely to protect victims. Forced marriage is a form of child/domestic abuse and violence against women; it should form part of existing child and adult protection structures, policies and procedures. In line with other publications on domestic abuse, these guidelines focus mainly on women’s needs and not men’s.
This is because 85% of cases referred to the Forced Marriage Unit involve women and the consequences for women are different than those for men. Although these guidelines focus on women, much of the guidance applies to men facing forced marriage – and men should be given the same assistance and respect when they seek help.
MULTI-AGENCY PRACTICE GUIDELINES: HANDLING CASES OF FORCED MARRIAGE
The document addresses specific areas where practitioners may inadvertently endanger a victim and gives advice on the steps practitioners can take to reduce the risk of harm to victims. The topics covered include: • A victim-centred approach • The dangers of family counselling, mediation, arbitration and reconciliation • The importance of sharing information with other agencies • Venues for interviews • Future contact and meetings • Personal safety advice and devising a strategy for leaving home • Missing persons and young people who run away • Confidentiality and security of information • Record keeping
CEDAW and MUSLIM FAMILY LAWS In Search of Common Ground The Musawah research project on the Convention on the Elimination of All Forms of Discrimination against Women (CEDAW) examined States parties’ justifications for their failure to implement CEDAW with regard to family laws and practices that discriminate against Muslim women.
The research reviewed documents for 44 Muslim majority and minority countries that reported to the CEDAW Committee from 2005-2010. This report documents the trends identified in the review, and presents Musawah’s responses to these justifications based on its holistic Framework for Action. It includes recommendations to the CEDAW Committee for a deeper engagement and more meaningful dialogue on the connections between Muslim family laws and practices and international human rights standards.
Musawah is a global movement of women and men who believe that equality and justice in the Muslim family are necessary and possible. In the 21st century there cannot be justice without equality; the time for equality and justice is now! Equality in the family is the foundation for equality in society. Families in all their multiple forms are central to our lives, and should be a safe and happy space, equally empowering for all. Musawah builds on centuries of effort to promote and protect equality and justice in the family and in society. Musawah is led by Muslim women who seek to publicly reclaim Islam’s spirit of justice for all.
Musawah acts together with individuals and groups to grow the movement, build knowledge and advocate for change on multiple levels. Musawah uses a holistic framework that integrates Islamic teachings, universal human rights, national constitutional guarantees of equality, and the lived realities of women and men. Musawah was launched in February 2009 at a Global Meeting in Kuala Lumpur, Malaysia, attended by over 250 women and men from 47 countries of Africa, Asia, Europe, the Middle East, North America and the Pacific.
Innovation for Women Empowerment and Gender EqualityDr Lendy Spires
From the eradication of foot binding to foot pedaled water pumps, from the Pill to property rights, innovation can transform women’s lives. Virtuous circles of change can be sparked by women’s use of a seemingly simple technology; a shift in social attitudes about what is possible for women; or increased access for women to economic opportunities, employment, savings and credit.
More than at any other time in history, the world is poised to leverage innovation to improve the lives of poor women and empower them to realize their potential. Innovation and women’s empowerment are rarely discussed within the same context but each has essential value for human progress. Both innovation and gender equality underpin all of the Millennium Development Goals (MDGs) and both require thinking and acting beyond existing, predefined parameters.
Both endeavors require breaking the mold. As the imperative to ensure women’s participation and rights in social, economic and political progress gains urgency, innovation presents a particularly exciting pathway for seizing the present moment and achieving the goals of women’s empowerment and gender equality—goals that have been so difficult to realize in the past. At the most basic level, innovations can benefit women simply by improving their well-being in terms of health, nutrition, income, even life span.
Beyond vital improvements in well-being, innovations can lead to women’s empowerment, securing freedom and resources for women to make decisions, build confidence and act in their own interests. Deeper and truly transformative innovations reshape men’s and women’s roles on a longer-term basis. Examples abound where only yesterday women were immobile, but today move freely, where women were silent but today have a voice, where women were dependent but today are the engines of progress for their families, businesses and communities.
It is well known that innovation and shifting gender roles are each catalytic processes that drive change. But little is known about the connection between innovation and women’s empowerment: How do innovations create long-term, positive shifts in gender relations? This research is the first scholarly assessment of its kind to understand how innovations have improved women’s well-being, empowered women and advanced gender equality. We examine eight catalytic innovations in three domains that intersect areas with the greatest need and most creative entry points for realizing women’s empowerment:
(1) technology use
(2) social norm change and
(3) economic resilience.
Funding Mechanisms for Restoring and Maintaining a Healthy Nisqually WatershedNisqually River Council
In a follow-up to their 2009 Report, Earth Economics produced these recommendations for using ecosystem services to support conservation efforts in the Nisqually Watershed. Earth Economics worked closely with stakeholders in the watershed to develop the report.
Sustainable Communities And Resource Management Southwest NovaGreg_French
This presentation, based on the report “Sustainable Communities and Resource Management in the Southwest Nova Biosphere Reserve”, was prepared for the Biosphere Reserve Association with the support of the Nova Forest Alliance and Canadian Forest Service Sustainable Forest Communities Programme.
Amigos de Sian Ka'an Achievements 1. Semester 2014AmigoSianKaan
Amigos de Sian Ka’an proudly presents our achievements
of the rst semester of 2014. Over the last six
months the organization accomplished a number of
objectives that signicantly enhanced the preservation,
protection and sound use of the natural resources of the
Yucatan Peninsula.
Research study ( Perception of the residents of Quintina, San pascual, Masbat...
Working with indigenous peoples
1. Working with
indigenous people
As the most easily accessible oil and gas resources decline,
energy companies are exploring for and developing resources in
ever-more remote regions to meet the world’s energy demands.
These regions are often home to indigenous people.
The Arctic has many such communities who are traditionally,
economically and spiritually linked to the land, the sea and the
wildlife it supports. The activities of new industries can disrupt
this delicate balance if not managed responsibly. For Shell,
the potential of this new energy frontier can only be realised
if sustainable development is taken seriously. Existing projects
have taught us that the process must begin by listening to these
communities and moving ahead carefully. Our operations in
places like Sakhalin Island in Russia’s far east are a case in point.
The native peoples of the Arctic number about 400,000. They
maintain their traditional subsistence culture, relying on the
Arctic ecosystem for shelter, nutrition and their cultural identity.
2. 2 Working with indigenous people
Alaskan native outside his house in Shisharef, Alaska.
3. 3
Sustainable development
Shell’s commitment to sustainable development requires
balancing short- and long-term interests and integrating
social and environmental aspects into our decision
making. In practice, this starts with listening to our
neighbours to understand their concerns. We then aim to
keep our impact to a minimum while sharing benefits that
will help them preserve their way of life. In Alaska and
Canada’s Northwest Territory, for example, we have held
many meetings with Arctic communities where we discuss
the impact of oil and gas development. These people help
us to understand and address community needs, risks and
opportunities. And we offer insights from our experience
and expertise based on the work we do elsewhere,
including in other Arctic and sub-Arctic regions.
We aim to reduce emissions and safeguard the health
and safety of our employees and neighbours. We share
benefits by developing and hiring local people, using
local suppliers and contractors and supporting social and
educational projects for the indigenous communities.
In our projects, we assess environmental and social risks
before technical designs and commercial conditions are
finalised. Shell may have the experience and technical
ability to address these risks but we recognise that we must
continually earn the right to operate in these regions.
“Many coastal Native communities depend on
fishing and hunting of sea mammals not only
for survival but also to keep alive a cultural
centrepiece that has thrived for centuries. With
that experience comes a deep understanding
of the Arctic environment. This ‘traditional
knowledge’, is of high value and is not always
recognised by incoming developers. For Shell’s
part, we continue to be humbled by what we
don’t know and we are constantly looking for
ways to incorporate traditional knowledge into
our operations. Not just for the advancement
of our project, but out of respect for those who
will live off the ocean long after we are gone.”
Robert Blaauw Arctic Theme Lead, Shell
The snowmobile can be a practical means of transport in Arctic Canada.
4. 4 Working with indigenous people
The role of traditional
knowledge
Preserving the indigenous way of life has a direct impact
on physical survival in the region. Successful subsistence
activities often rely on the knowledge and understanding
embedded in the customs and even the language of a
society. Traditional knowledge can contribute critical
scientific data and provide an early warning system for
potential environmental problems.
Our goal is to ensure that our studies and operations
include a solid foundation in the traditional knowledge of
species, ice and ice movement, weather, migratory patterns
and habitat, land use, and subsistence activities. Including
this valuable resource in development plans is vital to
Shell’s strategy of combining our skills and experience with
those from the region.
In Alaska, for example, Shell hires local Inupiat subsistence
advisors in North Slope communities to record traditional
knowledge and subsistence concerns. The advisors talk
to others in the community to ensure that our projects are
designed to avoid conflicts and reduce potential impacts.
One outcome of this is that we changed the colour
of our vessels from orange to blue to avoid disturbing
sealife. Our marine mammal monitoring and mitigation
programme also employs Inupiat observers on board our
drilling support vessels because of their understanding of
the way ice moves and ability to detect marine life.
Successful operations demand that the concerns of local
communities are listened to and addressed. We work with
them to study the impact of our operations so we can build
measures into our plans to resolve potential problems. And
we want to build relationships that will allow community
members to share their views and concerns with us as we
move forward.
Our experience with
subsistence cultures
Shell works with subsistence cultures in many parts of the
world, some of them remote. In places like Alaska, Brazil,
Brunei, Canada, Malaysia, Norway and Russia, we
strive to reduce our impact on traditional activities such
as subsistence whaling, hunting, fishing, agriculture and
herding. In fact, we sometimes even work to promote
these activities. In Brazil, for example, Shell sponsors
programmes to turn local subsistence fishing into a thriving
business that will sustain the local communities for future
generations.
Subsistence hunting is important to Arctic communities.
Arctic Council
The Arctic Council, formed in 1996 to succeed the Arctic
Environmental Protection Strategy, is an intergovernmental
forum that addresses common concerns and challenges
faced by Arctic governments and indigenous peoples.
The development of oil and gas resources is expected
to become increasingly important to the work of the
Arctic Council. A unique feature of the Arctic Council is
the permanent membership of Indigenous Peoples
organisations. The council has given observer status
to some non-Arctic states, inter-governmental and
inter-parliamentary organisations and global and
regional nongovernmental organisations.
5. 5
Shell Brazil also supports the Atlantic Rainforest
Sustainable Development Initiative, which works to protect
a sensitive environment by helping local industries develop
responsibly.
Another example is in Alaska, where Shell plans offshore
development in the Beaufort and Chukchi seas. These are
one of the Arctic’s most productive ocean systems, where
shallow waters provide rich feeding grounds for many
different Arctic marine mammals. They provide essential
food to the people living on Alaska’s North Slope,
Northwest Arctic and Bering Strait regions. Since we
re-entered the region in 2005, we have engaged North
Slope and Northwest Arctic communities regularly and
met with some Bering Straits communities on all aspects
of our plans. We continue to build relationships and work
closely with these communities to better understand what
their concerns are and how we can share benefits from
our operations.
In Alaska, Shell has committed start-up funds for the
communities of the North Slope Borough in the Arctic
to help create the Village Voice initiative. The project
has brought together the villages of the North Slope,
industry, government agencies and Alaskan
nongovernmental organisations to develop solutions to
living with development and change in their communities.
Although Shell provided the initial funds, the community
representatives act as advisors for this project.
Inuit hunters watch their huskies crossing new tidal ice in north-west Greenland.
Inuk huntsman hurls his harpoon off north-west Greenland.
6. 6 Working with indigenous people
Sakhalin Indigenous
Minorities Development Plan
In Russia, the Sakhalin Energy Investment Company Ltd, in
which Shell is a partner, has taken steps to help preserve
and advance the island’s native lifestyles. Sakhalin Energy’s
Sakhalin Indigenous Minorities Development Plan (SIMPD)
supports subsistence activities to preserve the island’s
traditional lifestyles. Some of the programme’s funding
goes to health, education and cultural projects as well.
Of the 526,000 people on the 948 km-long island, only
3,500 are indigenous, most of whom live in rural areas.
They are the Nivkh, Nanaitsy, Evenki and Uilta. Their
traditional livelihoods – such as fishing, hunting, reindeer
herding and gathering – depend on abundant natural
resources. The purpose of the SIMPD was threefold: to
identify potential impacts of the Sakhalin II project; to
mitigate against any negative effects that may occur; and
to improve the lives and livelihoods of the indigenous
minorities through culturally-suitable programmes
including training in project management and business
development.
Key parts of the plan include maintaining traditional
lifestyles based on activities such as reindeer herding
and fishing; and investing in health, education, culture
and training, supported by a grant fund governed by
indigenous people themselves.
The plan is run by a working group consisting of
indigenous peoples’ representatives, members of the
Sakhalin Indigenous Minorities Council, indigenous
peoples’ representatives to the Sakhalin local parliament,
consultants to indigenous peoples, international consultants
to Sakhalin Energy and Sakhalin Energy specialists in
social investment. The plan allows for decisions to be
made jointly by all affected and relevant stakeholders.
In a recent milestone, the group helped publish the first
book in Uilta, an almost-extinct language.
Employing
indigenous people
Recruiting and retaining indigenous people for projects
that affect them helps to foster healthy community relations
and maintain diversity in the workforce. Shell Canada,
for example, developed a strategy to increase the
number of indigenous people employed in the company.
This included a local and national campaign to attract
and develop indigenous talent based on advice from a
working group made up mostly of aboriginal employees.
Shell Canada also supports Actua, a non-profit
organisation working to provide young people with fun,
hands-on learning experiences in technical disciplines.
In 2000, Shell became a founding partner of Actua’s
National Aboriginal Outreach programme, which to date
has delivered week-long summer science camps for about
31,000 aboriginal school-age children. The children
spend the day with Actua instructors exploring science
through culturally-relevant hands-on learning.
IN SHORT
Shell recognises the need to identify and address the
concerns of local people in an early stage of projects.
This begins with gaining the trust and using the knowledge
of those with long histories in the regions. Responsible
stewardship can sometimes include not only protecting
the land and the sea, but also preserving the stores of
traditional knowledge that hold the key to safeguarding
those environments. We believe that the oil and gas
industry must continue to learn from, listen to and work
with communities to address their concerns.
Sakhalin Island fisherman landing his catch of salmon at the quay in Nogliki.
Sea mammal observer on board a drilling support vessel.
7. 7
Inupiat whaling crew paddling an umiak, made from wood and skin, at Point Hope, Alaska.
8. This publication is one of a series of briefing notes on challenges related to oil and gas development in the
Arctic. The series includes Shell in the Arctic, Arctic Biodiversity, Working with Indigenous People, Technology
in the Arctic, Preventing and Responding to Oil Spills, Climate Change and Developing Arctic Oil and Gas.
Disclaimer
Royal Dutch Shell plc and the companies in which it directly or indirectly owns investments are separate
and distinct entities. The collective expression ‘Shell’ and ‘Shell Group’ may be used for convenience where
reference is made in general to those companies. Likewise, the words ‘we’, ‘us’, ‘our’ and ‘ourselves’ may
be used to refer to the companies of the Shell Group in general. These expressions may also be used where
no useful purpose is served by identifying any particular company or companies.
Published by Royal Dutch Shell plc, for Shell Exploration and Production International B.V.,
The Netherlands. All rights reserved.
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