https://stocrislaces.tk The option of sinking the buoy was going to cost 20 million Euros while decommissioning on land was going to be around 40 million Euros. As a standard practice, United Kingdom informed on the procedure to the different countries surrounding the North Sea with 60 days for opposition which nobody claimed. They concentrated in Germany asking the people to stop using Shell products and the result translated into losses for Shell Germany.
Other resources were filming on the occupation of the Brent Spar and further released on TV main channel companies worldwide.
With all this pressure from Greenpeace, European countries and people everywhere, Shell U. In the end Shell U. General public saw Greenpeace as their hero and felt their voices were heard.
Lessons Learned. Those mistakes should serve as lessons not only to Shell but to all multinational corporations MNC in every single market. The lessons we should take from this case are: 1. Global Thinking. If you are an MNC, considering every aspect and every repercussion on decision making on a global perspective is mandatory.
Following the line on the previous lesson, communication is the key to keep CESR on situations with impact to others. As a result, people saw Shell as a greedy corporation only thinking on the cheapest option. DCT Passport. Sign up to our Daily newsletter. Protesters managed to occupy the installation for nearly three weeks before being evicted. The insight I gained from this was that it was likely that Shell had the Brent Spar in a different recursive chain — they seemed to have missed the dumping anything in the North Sea as a key issue.
But there is evidence that this had been included in the original plans and had simply been misjudged. I could not think of anything that this technique would be likely to illuminate in this case.
This is not to say that it may not be a useful tool to explore this situation. Perhaps if I drew a systems map first and developed it from there I might be able to see how I could use it. It is possible that a systems map might have alerted the decision makers to the significance of dumping anything in the North Sea and may have caused them to enquire further about public opinion. There is evidence that quite a lot of detailed modelling of the disposal methods did take place. It was on this basis that the government and Shell agreed that dumping at sea was the best environmental solution.
However the model was not made public and Greenpeace did not have access to the correct data, so in fact the model did not assist resolve the issue — but had it been used participatively it could have helped. As you work through this course you will need various resources to help you complete some of the activities.
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Brent Spar, or Brent E, was a North Sea oil storage and tanker loading buoy in the Brent oilfield, Shell based its decommissioning decisions on estimates of the quantities of various pollutants, including PCBs, crude oil, heavy metals, and . In , Shell was embroiled in a public dispute over the decommissioning and disposal of the Brent Spar, a redundant oil storage installation in the North Sea.
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However, we might edit this sample to provide you with a plagiarism-free paper Edit this sample. Greta Thunberg: You have stolen my childhood with your empty words Google claims it has finally reached quantum supremacy Marcus du Sautoy at NSLive: Can computers ever be truly creative? New Quantity Available: The contents of these storage cells have been so difficult to determine that Shell enlisted the help of NASA to scan and assess their contents. Arguably, agreement with the Shell proposals by the UK government should not be granted without the Scottish government, or better, the Scottish people being happy with them.
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Vignette 4. Box 3 What was the Brent Spar dispute about? At a deeper level — more than one rationality? Greenpeace said that: The basic argument … was not about the contents of the Brent Spar, nor the physical characteristics of the proposed dump site. Box 4 Lessons learnt or not? Harding, , pp.