Titlebook: Shell, Greenpeace and the Brent Spar; Grant Jordan Book 2001 Grant Jordan 2001 business.decision-making.democracy.environment.government.P

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Science and Decision-making: Let the Experts Decide?,are genetically modified (GM) food, BSE, the recognition of the ‘Gulf War Syndrome’, but other examples are easy to find – for example, the best means to handle traffic growth, dietary advice, the rate of the spread of AIDS. You picks your scientist and you pick your conclusion – Post–1995, the dime

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The Implications for Democracy: Single Issue Politics versus Corporate Power,nd 1996 as ‘undemocratic’ or to view it as the practice of effective democracy. This ambiguity is not aided by a tradition of discussing democracy as an ideal rather than at the level of practice. We tend to discuss democracy, rather high–mindedly, in terms of active and well-informed individuals ca

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Book 2001ucture by Greenpeace, and as a result of large scale pro-Greenpeace protest in the UK, Germany and other continental countries. This case is often cited as showing the power of single issue pressure groups and is presented as leading to a pivotal reconsideration by big business of the importance of

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De-commissioning Decisions: Unsuccessful Consultation?,licy development in connection with the Brent Spar as in most other policy areas.. The DTI Consultative Document on the Abandonment of Offshore Installations and Pipelines under the Petroleum Act 1987 (May 1995) listed of bodies the DTI considered operators should consult. In Scottish waters this was:

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The Battle to Define the Problem,p–water, meaning that for purely practical reasons the 1958 policy had to be sensibly amended (as through the IMO regulations of 1989). The oil industry view was that the fate of redundant field equipment was settled by (this new) international agreement and DTI procedures. Having satisfied these, it seemed reasonable for Shell to proceed.

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