Under the heading of “Learning from Accidents:”, page 231 of the Final Report published by the U.S. National Commission on the BP Deepwater Horizon Oil Spill and Offshore Drilling
Extract from Chapter 8, page 233
Shells safety response. Shell, a long-time leader in Gulf of Mexico operations (before BP surpassed it, as described in Chapter 2), has had its own safety problems. Two men died in a gas leak on the companys Brent Bravo platform in 2003; former Shell senior manager Bill Campbell, who had earlier led a safety review, said after the accident that his 1999 warnings had been ignored by the company.99 Shell denied that it operated at high levels of risk.100
Shell subsequently tightened and simplified its safety rules.101 Shell also has promoted the use of the safety case worldwide (a risk-management approach to regulation described in Chapter 3).102 It has adopted the safety-case approach even in the United States, where it is not required to do so, and has promoted it for the industry more broadly.103 Marvin Odum, president of Shell Oil Company and director of Shells Upstream Americas business, told the Commissions November 9 hearing that the safety case in deepwater drilling shows how we identify and assess the hazards on a rig; how we establish the barriers to prevent and control those hazards; how we assign the critical activities needed to maintain the integrity of these barriers.104
Odum said that Shell also encourages workers to call for work to stop when they suspect that something is proceeding improperly, and gives awards to these Goal Zero Heroes (referring to the corporate goal of zero accidents).105 He added that audits are key to system safety and that in 2009, DuPont administered its safety and culture survey in our drilling organization, comparing us to the world’s best across a range of industries. While we ranked world-class overall, improvement areas were identified.106
http://www.oilspillcommission.gov/final-report
(No mention of Shell’s “Touch Fuc* All” safety culture?
This website and sisters royaldutchshellplc.com, shellnazihistory.com, royaldutchshell.website, johndonovan.website, and shellnews.net, are owned by John Donovan. There is also a Wikipedia segment.
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: 
MORE DETAILS:
A head-cut image of Alfred Donovan (now deceased) appears courtesy of The Wall Street Journal.
