Shell
...rian economy. 85% of the employed in Shell factories are Nigerian Nigerians (especially unions, but also the sample of our survey) are claiming for more native represen-tatives in the top management and give to the graduates more guaranties or chances to have a job in Shell offices and divisions. Actually the company already answered to this request in a very effective way • SITP (Shell Intensive Training Program) Designed to develop the skills of Nigerian graduates (SITP/1) and technicians (SITP/2) this training prepares young people for employment in the oil and gas industries. Since 1998, over 1,000 youths have undergone training, with around 60% being employed by SPDC. • First Nigerian Managing Director: Mr. Basil Omiyi And on this way Shell is gaining better respect from the population. But considering the lack of visibility of the company (especially of Mr. Omiyi) and considering that for our group has been impossible to contact the Shell’s Media Relations office in Nigeria (email and phones out of order) we suggest to rebuild and better media contacts and media initiatives. 2.2. One step further... Our proposal: open a section of “Shell Foundation” in Nigeria Brief description: Shell created a “fully independent charity as the institutional entity to house the new flagship social investment programmes” in June 2000, called Shell Foundation. This established a transparent, accountable delivery mechanism for the Shell Group’s social investment objectives, whose actions and effectiveness could be judged independently in the public arena. Actually the Foundation, who acts independently from Shell Company, is involved in over 50 sustainable develop-ment projects all over the world. Why: Both NGO’s and Nigerian people actually are not sufficiently aware of all Shell projects in the country and seem not to modify, according to this, their perception of the company. This could be due to structured stereotypes against Shell that affect both of this group or to other un-solved issues on a matter of the environment respect (i.e. gas flaring). Create a section of Shell Foundation in the country could establish in the area a new organisation that has to be independent and autonomous from the mother-house. That has to hire its own employees (preferably mostly Nigerians) and care about all Shell’s CSR projects. If this operation is driven prop-erly, the Foundation could become a new-born actor to deal with the stakeholders and be perceived. How: It is preferably to avoid any kind of advertise of the foundation. Both NGOs and Nigerians think that Shell cares nothing else but “show off” its projects instead of better them. The foundation personnel should activate personal contacts with the population by means of periodical consultations in the villages, collection of feedbacks and public debates in city-halls or TV. 2.3. Communication Tools to be used a) Face-to-Face approach b) Press office c) network of NGOs and their communication means (i.e. internet) d) publications (annual report and balance sheet) 2.4. Implementation Human Resources • Staff in the Foundation - Tasks: to administrate budgets, realise projects, contact the press and the mother-house - Requirements: neo-graduates Nigerians with a specialisation in management / accounting / com-munication / project planning •...