The Guardian: Reality check
Barry Johnston, 26, set up his own company Scotrenewables – which is involved in wind turbines and marine renewable energy – after leaving Heriot-Watt University with a BEng and PhD
Interview by Eileen Sheridan
Saturday July 3, 2004
“I wanted to stand out from the crowd and make a difference. I wanted the freedom to shape my own future and, above all, to see renewable energy successful.
“I knew it would be very high risk, particularly in this industry which requires large capital investment up front.
“Scotrenewables gained credibility and reputation from winning several awards for work in renewable energy, including a Royal Society of Edinburgh Fellowship and the Shell LiveWIRE UK award for sustainable development.
“This helped open the door to various sources of start-up finding. Friends and family also helped – although hard work, long hours and determination is really the only way when you start from nothing.
“The early challenge was finding money to keep the business alive. We also had some public relations challenges with a couple of our wind turbine developments which has given me something of a thick skin.
“Getting the right staff in a small team is also very difficult, particularly given the company’s location. I discussed problems with other entrepreneurs and I gained a lot of advice from Richard Yemm who established the pioneering company Ocean Power Delivery.
“It’s important to seek out people who have gone through similar experiences to you.
“Employing people can be stressful. Never expect anyone to do anything you wouldn’t do. It’s important to demonstrate this continuously. As a result, I expect everyone around me to have the same drive and commitment as myself.
“Starting as an unknown company and slowly developing credibility is a huge buzz. The feeling of pioneering is also good. Seeing something grow from my ideas gives a good sense of achievement.”
http://jobsadvice.guardian.co.uk/rise/story/0,14371,1252820,00.html
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Royal Dutch Shell conspired directly with Hitler, financed the Nazi Party, was anti-Semitic and sold out its own Dutch Jewish employees to the Nazis. Shell had a close relationship with the Nazis during and after the reign of Sir Henri Deterding, an ardent Nazi, and the founder and decades long leader of the Royal Dutch Shell Group. His burial ceremony, which had all the trappings of a state funeral, was held at his private estate in Mecklenburg, Germany. The spectacle (photographs below) included a funeral procession led by a horse drawn funeral hearse with senior Nazis officials and senior Royal Dutch Shell directors in attendance, Nazi salutes at the graveside, swastika banners on display and wreaths and personal tributes from Adolf Hitler and Reichsmarschall, Hermann Goring. Deterding was an honored associate and supporter of Hitler and a personal friend of Goring.
Deterding was the guest of Hitler during a four day summit meeting at Berchtesgaden. Sir Henri and Hitler both had ambitions on Russian oil fields. Only an honored personal guest would be rewarded with a private four day meeting at Hitler’s mountain top retreat.
IN JULY 2007, MR BILL CAMPBELL (ABOVE, A RETIRED GROUP AUDITOR OF SHELL INTERNATIONAL SENT AN EMAIL TO EVERY UK MP AND MEMBER OF THE HOUSE OF LORDS: 
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