Abstract
Little more than a decade ago, Shell was a by‐word for corporate mistrust. Not only had it caused public outrage with its plans to sink the Brent Spar oilrig in the Atlantic, but the energy giant was also facing intense opposition to its activities in Nigeria (where it was perceived to be plundering this developing nation). Consequently shareholders were boycotting the company and international suspicion was running high. Yet, according to many critics, these outcomes were the fault of no one but Shell itself, which has learned the hard way the value of social awareness, ethics and trust in a world that appears to be finding less and less time for greed or corruption.
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