The article is about the global VP of Marketing for Shell Retail and chairman of Shell Brands International, David Bunch (right), and his claim that Shell’s key principles are “trust, innovation and quality.” Trust? He must be joking. Shell defrauded its own shareholders in the reserves scandal and more recently issued a profits warning only when pressed into doing so by lawyers. With all due respect to Mr. Bunch, it is actual deeds over the years, not empty words, on which Shell will be judged.
By John Donovan
The article is about the global VP of Marketing for Shell Retail and chairman of Shell Brands International, David Bunch, and his claim that Shell’s key principles are “trust, innovation and quality.”
Trust? He must be joking. Shell defrauded its own shareholders in the reserves scandal and more recently issued a profits warning only when pressed into doing so by lawyers. Peter Voser knew what was coming and decided to jump ship before he was pushed overboard. Ordinary shareholders were kept in the dark as per normal. From my experience, that is routine practice and I have irrefutable evidence to prove Shell senior management deliberately hides information from its own shareholders.
Bunch acknowledges that that Shell cannot control the internet, that some people will always disagree with Shell and that they should be allowed to air their views. He also claims that Shell’s approach is one of transparency and engagement.
Strange then that Shell first secretly censored and then closed down its own internet discussion forum – “Tell Shell” – because it did not want to engage with people posting comments and simply could not cope with the criticisms posted on it. This was after boasting that the facility was uncensored.
A further example of Shell’s true nature, rather than the spin, is what happened to Dr John Huong, the former Shell Production Geologist. He was collectively sued for libel and threatened with imprisonment by EIGHT different Royal Dutch Shell companies for comments posted on this website in his name. For several years it was impossible for Dr Huong to find alternative employment with the draconian litigation hanging over his head. Shell eventually withdrew the litigation and settled his claim for wrongful dismissal.
And workers on the Shell Brent Bravo platform trusted Shell to keep them safe. Instead, Shell management put production and greed before the lives of its employees. A fatal accident inquiry concluded that the lives that were lost were preventable.
OSSL in Ireland might also have something to say about trust, transparency and engagement in relation to Shell. They have been let down by a succession of Shell senior executives right to the very top, all to keep a lid on a vast corruption scandal surrounding the Shell led Corrib Gas Project in Ireland. I facilitated a discussion OSSL directors had with Voser at the 2013 Royal Dutch Shell Plc Annual General Meeting. He promised to intervene, but shortly thereafter announced his surprise decision to make a lifestyle change and take early retirement.
The US Authorities trusted Shell to commence drilling in Alaskan waters, only for that fiasco to end up on the rocks, literally.
These are just a few examples to justify the above headline: A bunch of nonsense from David Bunch, Chairman of Shell Brands International
With all due respect to Mr. Bunch, it is actual deeds over the years, not empty words, on which Shell will be judged.
At least it is good to know that he apparently supports the activities of this website.
RIGHT OF REPLY
Mr. Brunch is welcome to reply, in which event any comments by him would be published on an unedited basis right here.
Posted in: Brent Bravo Scandal, Bribery, Corrib Gas Project, Corruption, GoogleNews,John Donovan, Litigation, OSSL, Profits Warning, Royal Dutch Shell Plc, Shell Employee Safety.
