Partnership the goal of Shell Canada adviser

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Oil giant Shell Canada has a reputation for being a good corporate citizen. But if Greg Favelle has his way, they'll soon be good corporate partners too - as far as the Native business community is concerned.

Favelle, a member of the Gitksan Wet'suewet'en Nations in northwestern B.C., is currently working in Shells's products division as an adviser in strategic development and business operations.

Speaking at the 4th Annual Cross Cultural Conference in Pincher Creek recently, he briefly mentioned a project which may see Shell enter full working partnership with several members of the Peigan Reserve to re-develop the Napi's Place service station on Highway 3.

Although Favelle had originally worked on the idea of a major truck stop and cardlock station at the site, traffic studies showed such a development wasn't warranted.

"But a real site is still possible. The station doesn't meet Shell's visual integrity criteria now, but we're still looking at totally rebuilding the site."

Shell normally would build the infrastructure for such a project itself, then lease the facility back to owners, John McDougall, Darrell, Lionel and Doyle Crowshoe, said Favelle. But the current financial situation has the company tightening their belts along with everyone else.

"Shell is going to have to put about $500 million into environmental clean-up programs in the next few years," Favelle said. "Along with the lower price of oil and the recession, they're not putting any money into expansion projects, so I'm trying to work out a plan with private investors to develop the site. We're gong to have to do some number crunching and then come up with a business plan."

As Favelle and the property owners envision it, the re-development will probably cost between $1.5 and $2 million.

"I've made a lot of good contacts with high profile people in the past few years and I know I can get the financing," he said.

The financing will come from both Native and non-Native resources, but not from Shell itself.

"Shell's precise role will have to be negotiated, but their contribution will be as a supplier and adviser. They'd provide training and promotional support, and set the standards for the development."

Favelle's first job is to come up with a good financial plan, then he'll seek approval from Shell, the Peigan Band administration and the partners.

"I want to have everything firmly in place before I talk to the potential investors about financing."

Attention to detail is one of the traits Favelle has shown during 14 months at Shell, along with administrative skills and leadership qualities that put him through business college and law school.

When he went back to school, he found he had barriers to overcome. Many of the younger students in the business program felt the space should be given to recent high school graduates.

When he was accepted through UBC's Native Law program, he was constantly up against criticisms that the program lowered the standards of the law curriculum.

"I'd always point out that the program might allow easier entrance, but once in law school, I had to pass the same tests and standards. I really had to compete on the same level as everyone else," he said.

Although he was accepted as an articling student at several law firms on graduating in 1992, Favelle accepted another kind of opportunity.

Working through the Canadian Council for Aboriginal Business, he was offered an internship training program at Shell Canada, working in their products division in Calgary.

He eventually chose the job with Shell after much discussion with his wife and several chiefs and Elders he knew.

"They all advised me to take the Shell position, because it would give our people another entrance to the business community," he said.

During Favelle's first months with Shell, he was sent on a tour of their land holdings in British Columbia and Alberta. After writing a report on their problems with Native communities, Shell offered Favlle a permanent position with the company, creating a new position for him as an adviser.

"Both the strategic development and business operations departments wanted me to work for them, so I'm actually dividing my time between the two," he said. "But I'm hoping Shell will allow me to spend more time working with First Nations communities. I'd like to set up a whole new department."

"Native peoples are making huge strides, but we've a long way to go. I think if we can just convince business to give us a chance, we can succeed."