We hear of dealings with dictators and prime ministers, colleagues and NGOs, rivals and friends. We travel from Syria to Nigeria; Iraq to Downing Street; and from the machinations of the United Nations to those inside the boardroom of Shell. We see Shell's annus horribilis in 1995 unfold through the eyes of an insider,and how Brent Spar and the execution of Ken Saro-Wiwa sent shockwaves through the company,resulting in a complete reappraisal of its mission and principles. We hear about the oil and mining sectors and their complicated development role in areas of conflict and corruption;the way that markets have failed us on climate change and corruption; and how governments need to step up to the global challenges we face.
We hear how Deep Water Horizon could have been avoided; what Shell were asked to do by Tony Blair during the UK fuel blockades of 2000 and why they declined; why China is too important to ignore; and why the Global Compact is too important to fail. We hear lessons from a life spent living in 10 different countries and we come to realize that, for corporations,trying to do the right thing can sometimes be almost impossible. We also come to know a deeply ethical and thoughtful leader who has always tried to do exactly that.
Foreword - Mark Malloch-Brown, former UN Deputy Secretary-General
1. Differing development outcomes and their causes
2. Coalitions, governments and doing the right thing
3. The United Nations Global Compact
4. Some alternatives in countries with military rule or human rights abuses: Sanctions or withdrawal
5. Dining with the devil: Engaging with those guilty of human rights abuses
6. Markets are essential, but they cannot do everything
7. Oil, gas and climate change
8. Corruption: The biggest market failure of all
9. Enterprise solutions to poverty and development
10. Lessons from China on poverty eradication
11. 1995: Shells annus horribilis and its consequences
12. Embedding values and principles
13. Changes in structure and governance: Do they matter?
14. Differences in remuneration and wealth in companies and societies
15. The business of not-for-profit enterprises