A reflection on why someone still works at Shell? And his view on the energy transition?
In reaction to Arjan Keizer’s LinkedIn post and blogpost and his fellow colleagues. And of coarse the rest of the world.
First of all, Arjan, compliments on the way you put yourself in your Linkedin post to be ‘vulnerable’, and with your questions at the end of your LinkedIn post even ‘teachable’ as far as I am concerned. I would like to grant you and through you others some reflections from the perspectives of Deep Ecology (Næss, A., 2005), Ecosophy (Næss, A., 1973), Ecopsychology (Albrecht, G., 2014; Kahn, P.H., 2022), Regenerative Design (Wahl, D.C., 2016) and Eco- and Biomimicry (Lebdioui, A. 2022; Blok, V. & Gremmen, B., 2016).
Your involvement in the energy transition and the ‘grassroots green team’ within Shell may benefit from a deeper recognition of the intrinsic value of nature and the intertwined relationship within it. This requires a shift from a purely anthropocentric view to one in which all life forms, not just humans, are seen as valuable. It is important to think about how Shell’s strategies contribute to preserving these intrinsic values. Then Shell could have impact that contributes to recovery! More than sustainability goals, this is about regenerative policies and strategies.
The principles of Ecosophy emphasise the importance of self-actualisation and self-realisation in harmony and symbiosis with our ecological environment. Your work at Shell offers opportunities for promoting this harmonious and symbiotic relationship, but at the same time requires critical self-reflection on how the company’s activities affect ecological systems. Do you get the space to develop and mandate from a transition perspective to scale new policies to system level and to dismantle old practices and traditions in a targeted way (X-curve: Loorbach, D. & Frantzeskaki, N. & Avelino, F., 2017)?
A key concept that often crops up in discussions on sustainability and regenerative design is ‘self-actualisation in harmony with our ecological environment’. But what exactly does this mean, especially in a corporate context like Shell’s?
Self-actualisation traditionally refers to the process of realising our personal potential and ambitions. However, in the context of Deep Ecology and Ecosophy, this realisation extends to a deeper connection and harmony with the natural world. It means that we measure our business goals not only by financial success, but also by how well they promote the well-being of our planet.
Deep Ecology and Ecosophy extends to a deeper connection and harmony with the natural world.
In a company like Shell, this means looking not only at how to maximise profits, but also how to contribute positively to the ecological systems on which everyone, including Shell, depends. This could mean Shell investing in technologies that are not only less polluting but also actively contribute to ecosystem restoration. This is a shift from an exploitative stance to a restorative regenerative approach, with Shell’s activities not just doing ‘less harm’ but actively doing ‘good’ for the planet. Surely gives an interesting perspective on Shell’s current and future social value?
Future Energy Leaders at Shell could focus on strengthening the overall health and resilience of ecosystems and ecosystem services
When I look at your role and that of your fellow ‘Future Energy Leaders’ at Shell from a Regenerative Design perspective, the role could be focused on strengthening the overall health and resilience of ecosystems and ecosystem services of this one globe we share and depend on. This requires a regenerative view of the world and acting from systems thinking across the Shell organisation where interactions and relationships within the ecosystem are central.
In your work, it is important to apply the precautionary principle where the burden of proving that an action is not harmful lies with those proposing the action. Could you imagine Shell having to be more cautious with technologies whose long-term effects on humans and the environment are unknown?
How great would it be if Shell set up a lobby towards politicians that enshrines precisely the precautionary principle in policy? And that this consciousness even leads to the fundamental adoption of these insights? Would Shell then move beyond the phenomenon of greenwashing?
Become part of a regenerative ecosystem on a global and local level (glocal).
Do you agree with me that your efforts should focus on developing and implementing technologies, also from a socio-technological perspective, that not only do less damage, but actively contribute to the restoration and regeneration of ecosystems?
Seen not only from a perspective of capital, but also from a cultural perspective. In doing so, Shell as a whole should be expected to raise the level of adaptiveness of innovation and problem-solving capabilities. My advice is: Become part of a regenerative ecosystem on a global and local level (glocal). Reflect on how Shell’s activities can shift from mitigating damage to actively restoring and regenerating natural systems.
Our ecology has been learning and developing globaly and localy for over 3.7 billion years!
Do you and your colleagues at Shell have the guts to do radical rethinking of how you interact with our shared planet. Are you willing to learn and develop in an ever globalising and localising world? (LeAD GLocal: Learn And Develop in a Global and Local World). Our ecology has been doing this for over 3.7 billion years!
For example, besides reducing the carbon footprint, think Shell could invest in large-scale forest restoration projects that contribute to biodiversity and carbon storage. This goes beyond offset projects or injecting CO2 into empty oil and gas fields; it is an active contribution to restoring natural ecosystems. Shell can invest in large-scale nature restoration initiatives that focus on restoring entire ecosystems, such as deforested areas, damaged waterways, and threatened habitat.
And how about recognising the rights and wisdom of indigenous peoples in Shell’s operational areas. This means not only avoiding damage to their lands, but also actively supporting their efforts to preserve and restore traditional ways of life, culture and ecological knowledge.
A fundamental shift within Shell would be the phase-out, gradual, or complete abandonment of fossil fuel extraction and a transition to 100% renewable energy sources. And don’t get stuck in the usual suspects like investing in solar and wind power, but also in emerging technologies like tidal and wave power. Dare to be at the forefront. And yes I fully understand that the diversity of products and services Shell offers goes beyond petroleum for fuels.
What would happen if Shell experimented with new forms of corporate governance that give local communities and stakeholders a say in how energy is produced and used.
This naturally requires developing business models that are at least ecocentric, i.e. models that take the health of the entire planet as their premise. This means rethinking profit margins in favour of environmental restoration and social equity. Funding and partnering with programmes and projects that help local networked communities become self-sufficient and regenerative. This can include support for local food systems, water management and sustainable housing. There are opportunities here because there are immediate circular energy challenges that fit with the above. Shell, although not a public institution in a formal sense now, has more influence in the world than governments and public institutions. With this position of power comes responsibility that reaches out far and not just serves to enrich.
What would happen if Shell experimented with new forms of corporate governance that give local communities and stakeholders a say in how energy is produced and used. For me, that means actively supporting global and local ecological justice through active campaigning and resource mobilisation, including support for communities most affected by the extremes of climate change and environmental degradation.
Of course, this requires the development of business models directly related to the Earth’s ecological capacity, where profits and growth are measured against ecological and social well-being indicators rather than traditional economic standards.
To complement this, it is good to consider how your work and Shell’s initiatives can be guided by an ethical and health-promoting intention, with a focus on designing for human, environmental and planetary health. Actively involve yourself and others in creating a regenerative culture inside and outside Shell. This requires collaboration and dialogue with various stakeholders, including communities and environmental groups.
Deep Ecological and therefore natural ecosystems use and create energy themselves, are circular and regenerative.
Embrace uncertainty and multiple perspectives in your approach to, for example, the energy transition. This includes valuing diverse sources of knowledge and recognising the complexity and unpredictability of ecological systems. Especially when Shell wants to position itself as an energy company. Deep Ecological and therefore natural ecosystems use and create energy themselves, are circular and regenerative. Therefore, promote a culture of continuous learning and adaptation within Shell and with collaborating partners, focused on these regenerative practices. For example, actively use insights from our natural ecosystems through the path of ecomimicry and biomimicry. Do so from different perspectives: ecological, biological, political, economic, sociological and relational, et cetera. Within Deep Ecological ecosystems, principles similar to those of human ecosystems also take place. What is special is that human dominance, on the other hand, provides a horizon of power and desire that is only the short term of, all too often, less than a generation long. Robust natural ecosystems are diverse enough to be able to live, survive and survive across multiple generations.
Therefore, as Shell, for example, increase collaboration with environmental organisations. Shell can form powerful alliances with environmental organisations to jointly work on programmes and projects aimed at ecosystem regeneration and restoration. These collaborations should, of course, be based on mutual respect and a shared understanding of ecological challenges. And yes, this requires a different attitude, role, behaviour and positioning of professionalism.
I call this ‘co-existential mastery’. This type of mastery recognises the inherent complexity and unpredictability of natural systems and strives to live in harmony with them, rather than subjecting them to human will. It is not only about the sustainable use of natural resources, but also, as mentioned above, recognising the intrinsic value of nature itself and the ecological whole. This role can encourage Shell to see nature not as an ‘object’ to be managed, but as a ‘subject’ with which we can enter into a deeper, more respectful relationship.
Co-existential mastery and leadership offers inter- and transdisciplinary opportunities.
Shell can even show ‘co-existential leadership’ by forging partnerships with other sectors to jointly develop and implement regenerative solutions. After all, a regenerative future requires collaboration across industries and sectors. And tread this path smartly along the path of the so-called quintuple helix innovation model (Carayannis et al, 2012). A model that provides insight into integral collaboration and goes beyond multi-disciplinarity, but also offers inter- and transdisciplinary opportunities, because the common starting point and perspective is ecology and people, and only then the individual actors in the system.
I hope it has become clear by now that Shell needs a regenerative long-term vision, which should lead across all temporal and change horizons to immediate action perspectives in the present. This seems to me to be a great task to help enable change from within as a transition rebel. I’m curious to know whether, at the “grassroots green team of Shell Future Energy Leaders”, you actually have any influence on the long-term vision and these action perspectives?
From these ingredients, Shell should set clear and ambitious ecological goals beyond damage reduction. These goals should focus on actively restoring and improving ecosystems in which Shell operates. Do you see that Shell’s current vision includes a transformation moving towards full energy production based entirely on renewable resources? Do you see a fundamental shift in investment in research and development towards clean and regenerative energy?
My advice — Reflect and integrate a holistic and more sustainable approach to the energy transition, which is in line with the principles of Deep Ecology, Ecosophy, Ecopsychology, Regenerative Design and Eco- and Biomimicry. This would not only have a positive impact on the environment, but could also strengthen Shell’s role in society and the future of energy. This will open up a more value-driven future for Shell that is so much more than using the natural capital produced by the earth.
Will you and your Future Leaders bring Shell to the forefront of a regenerative world? Do you see Shell striving to integrate sustainable innovations into all aspects of its operations, from production processes to employee welfare and community engagement? Do you also believe that in addition to reducing its own carbon footprint, Shell should play a leading role in developing solutions that contribute to the resilience of our planet? And do you agree that Shell could be an example of ethical and environmentally responsible leadership in the energy industry?
How wonderful it would be for Shell to take responsibility for historically impacting and leading the way to a regenerative future.
I wish Shell ethical leadership working from co-existential craftsmanship on deep ethical rethinking of Shell’s operations.
And to earn back the world’s faith, narrative transparency, factual reporting and open communication on environmental performance and regenerative initiatives are essential. Shell should be actively accountable to stakeholders and interested parties, including the public and policy-making and regulatory bodies.
And to add labour market tensions: to remain relevant to the workforce, Shell will have to show that the current and future generation of professionals adopt and develop different value perspectives.
In any case, I dream of a world where Shell’s and similar corporates of the ‘old’ world start breathing ethics as an integral part of corporate culture and leadership. And every day, I contribute to this, with every thought, every action and every reflection.
Good luck!!!
Erwin HW Niedeveld, LeAD GLocal
