No abstract

There is growing recognition of the positive role that integrated assessments (IAs) can play in improving decision-making processes for public and private sector projects. Because IAs can help secure both the regulatory and the 'social' license to operate, an increasing number of companies, including Royal Dutch Shell, now require their undertaking for major projects. There are, however, limited published case studies to test IA theory and execution, and to provide practical lessons for others. The purpose of this paper is to summarize the undertaking of an IA for a heavy oil pilot project proposed by Shell in northern Alberta and to identify critical success factors. The paper explores key innovations in: (1) the organizational approach to the IA; (2) the scoping and impact evaluation processes; and (3) external communication of results and internal integration of the findings. The paper also provides lessons for industry, regulators, consultants and communities.

PurposeSeeks to summarize the findings of research undertaken by the Shell Group to better understand the business relevance, parameters, status and tools and approaches to manage social performance.Design/methodology/approachThe paper is based on four detailed case studies that combined qualitative and quantitative research methodologies and included distinct operational, business and socio‐economic contexts. The paper seeks to build theory around the concept of social performance.FindingsKey findings include that: there exists a strong business case for social performance; good social performance is fundamentally concerned with the identification and management of core business impacts; social issues can be identified and managed in a systematic manner; and The Shell Group is developing and implementing a range of tools and approaches to assist effective management of social issues.Research limitations/implicationsThe research is based on a limited number of cases from within Shell; further validation of findings could be achieved through similar research in other industrial sectors.Practical implicationsResearch has highlighted the business case for social performance, key “ingredients” of social performance and provides a specific framework and tools for more effective management of social issues.Originality/valueFirst time such research has been undertaken within the Shell Group and perhaps similar companies. Paper should be of potential interest value to practitioners (e.g. social performance and CSR managers), academics, policy makers and non‐governmental organizations.

No abstract

No abstract