Abstract
In the following section, the empirical findings will be presented and discussed. It is divided into four subsections that deal with the four individual units of analysis (see Figure 8-1). It should be noted that these four units will be consistently highlighted in the following colors: red (issues), green (external stakeholders), orange (managers) and blue (companies).
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
References
Relevant cases have been brought against Unocal, ChevronTexaco and other major oil companies (Anonymous, 2004c).
Refer to Bowen (2000, p. 100) for additional determinants of organizational visibility.
As a result of Greenpeace UK’s Stop Esso campaign, the number of consumers unwilling to buy petrol from Esso due to its approach to climate change increased substantially. Consistently over 5% of the population bought into the campaign (Gueterbock, 2004, p. 267).
Whereas Exxon’s share price did not immediately react significantly to the Exxon Valdez spill in 1989 (Kearns, 1989), the verdict of a federal court exposing it to up to US$ 15 billion punitive damages in 1994 led to a 4% drop (Waters, 1994). Shell’s share price was affected by the botched disposal of the Brent Spar platform and accusations of human rights violations in Nigeria-but only to a limited extent (Caulkin, 1997). The Canadian Talisman Energy moved out of Myanmar following protests from human rights organizations and subsequent losses in share price. Its CEO said “he could not justify letting 12% of his company’s production dent the share price so badly (Anonymous, 2002b)
E. g. the South African utility Eskom has launched a comprehensive HIV/AIDS program and played a key role in establishing the South African Business Coalition against HIV/AIDS (Holliday et al., 2002, p. 122). Shell and Eskom formed a joint venture project to install home solar systems in South Africa (WBCSD, 2002, p. 39)
There are various examples of companies’ approaches to community involvement to improve healthcare, education, economic development (ExxonMobil, 2003). In 2003 Shell established a new Sustainable Community Development Strategy that places greater emphasis on partnerships with communities, governments and other organizations (The Shell Petroleum Development Company of Nigeria Ltd., 2003, p. 16)
A recent Shell scenario concludes that price increases due to internalized emission costs would not be a sufficient driver for a fuel change, since it would only bring electricity prices in 2010 up to 1980s level. As far as this goes, the depletion effect and geopolitics as additional drivers may eventually trigger a possibly unsmooth transition period (Shell International Ltd, 2001, p. 40).
Shell Hydrogen is mainly working in joint ventures with neighboriing industries, focusing on fuel infrastructure and reformer technologies. Shell Renewables is incorporating a range of activities in solar, biomass, forestry, and rural electrification. BP Solar has reported profits since 2000 (Gehlen South, 2000).
Lofstedt (2001)
Pro-arguments used are climate neutrality and supply security, which have to compete with high costs of disposal and safety (2003a; Bauquis, 2003; Herbst, 2003)
Rights and permissions
Copyright information
© 2008 Gabler | GWV Fachverlage GmbH, Wiesbaden
About this chapter
Cite this chapter
(2008). Empirical evidence. In: Corporate Sustainability Management in the Energy Sector. Gabler. https://doi.org/10.1007/978-3-8349-8132-5_8
Download citation
DOI: https://doi.org/10.1007/978-3-8349-8132-5_8
Publisher Name: Gabler
Print ISBN: 978-3-8349-0854-4
Online ISBN: 978-3-8349-8132-5
eBook Packages: Business and Economics