Our Shell General Business Principles define our approach to our business, as they have done for more than 30 years.
HUMAN RIGHTS
Our Business Principles include support for fundamental human rights. We review the human rights risks faced by our projects and operations in high-risk countries. Where we identify risks, we systematically develop action plans so that we avoid violating the rights highlighted. Our Shell-wide security standards define how we protect our people and assets, while respecting the rights of others, including local communities. These standards set strict guidelines on the use of force and armed security, and incorporate the Voluntary Principles on Security and Human Rights, which are a guide for companies in extractive industries and the energy sector.
HELPING STAFF AND PARTNERS LIVE BY OUR PRINCIPLES
Our Code of Conduct gives staff more detailed instructions on the behaviour our Business Principles require. All staff must complete training that explains what our Code of Conduct requires of them. We also provide staff with online and face-to-face training in specific areas, including combating bribery and corruption, and complying with competition laws, as the Business Principles require. Our global helpline and supporting website allow staff and business partners to report concerns confidentially and get advice on suspected infringements of the law, our Code of Conduct or our Business Principles. We report violations of our Code of Conduct, including proven cases of bribery and fraud, to the Audit Committee of the Board of Royal Dutch Shell plc. In 2008, 204 violations of the Code of Conduct were reported (361 in 2007). As a consequence, we ended our relationship with 138 staff and contractors (151 in 2007).
STANDARDS AND REQUIREMENTS
To translate our Business Principles into action, we have a range of mandatory Shell-wide standards, including our Health, Safety, Security and Environment (HSSE) standards. They include requirements for biodiversity, managing greenhouse gas (GHG) emissions, health management, road and process safety, and respecting the human rights of our neighbours when providing security.
We also have a series of requirements for integrating environmental and social factors into the way we plan, design and take investment decisions on major new projects. For example, since 2002, we have considered the expected future costs to a project from its CO2 emissions when making all major investment decisions. We include these costs in the base economics of the project. As a result, projects with lower CO2 costs get a boost and those with higher emissions have an incentive to alter their design to reduce emissions. An environmental, health and social impact assessment is required before we begin significant work on major projects or existing facilities. It identifies the concrete steps needed to mitigate significant impacts on the environment or people. To ensure these changes are made early and effectively enough, we now check progress as part of the normal project review process in our upstream business. Additional checks are done twice a year on the 70 largest early-stage exploration and production projects.