Mr Ansingh defines those qualities as financial strength, the ability to swiftly evaluate and appropriately apply the latest technological developments and commitment to and partnership with the communities in which a company works. “The pursuit and implementation of these ideals have made Shell Europe’s second largest energy company,” he says. “If any one of these three pillars is lacking, no company can hope to achieve leadership in its industry.”
He will be speaking as a member of the expert panel heading the discussion on “Reinventing Leadership for the 21st Century” on the second day of the International Leadership Summit at the Dubai International Convention Centre.
Mr Ansingh, who is close to completing a decade for Shell in Saudi Arabia, continues: “Key is the establishment of mutual interest and trust with governments and local communities. A ‘licence to operate’ is not enough. What business really needs is a licence to grow. You need to earn so much social respect that society actually prefers you to grow more rapidly than any other.
“This is a continuous cycle. At Shell, our challenge is to build on our ability to look at the world through other people’s eyes in a very genuine way, and to be sensitive to diversity. As such, we must take a long, hard look at the needs of people and governments. Then we develop the technologies and applications that will meet those needs and expectations – in ways that are economically, environmentally and socially viable. In this way, we make a real contribution to society and create and maintain genuine partnerships that foster an environment that will benefit and grow our business.”
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