ABSTRACT
In 1991, the development director of a small UK-based non-governmental organization (NGo) called Living Earth approached Shell International to discuss concerns over the company's operations in South America. Living Earth worked on environmental education initiatives, primarily in the UK. After some time together, the company set up a relationship with the director of Living Earth, using him as a sounding board and consultant to help manage environmental and community issues. This advisory relationship was maintained over Shell's encounters in Brent Spar in the North Sea and in Ogoniland in Nigeria during 1995, when the company was rocked by outrage and criticism of its handling of the environmental and social implications of its operations.
