The (Recycled) Envelope Please...Part 2

Editor's Note: For background on the Goldman Awards please see "The (Recycled) Envelope Please"

Shell Game

Margie Eugene-Richard of Louisiana battled Shell on behalf of her neighborhood

The Old Diamond neighborhood of Norco, in far southern Louisiana, sits between a Shell Chemicals plant and an oil refinery owned by a Shell joint venture. "We're like the meat in the sandwich," says Margie Eugene-Richard, 62, who grew up just 25 feet from the fenceline of the chemical plant. For decades, the 1,500 residents of this predominantly black neighborhood suffered unusually high rates of cancer, birth defects and respiratory diseases. They didn't sleep well, either -- they lived in fear of a major industrial accident, like the 1973 pipeline explosion that killed an Old Diamond woman and a teenage boy.

Eugene-Richard is the leader of Concerned Citizens of Norco, a citizens' group that has fought for fair resettlement of Old Diamond residents. Eugene-Richard and other group members negotiated with Shell, unsuccessfully battled the company in court, and even organized citizen "bucket brigades" to test the air in Norco. In 2002, after some 13 years of work, the group reached a full relocation agreement with Shell. Since then, the company has bought 200 of the 225 lots in the neighborhood for at least $80,000 per lot, and most residents have chosen to move to nearby towns.

Eugene-Richard now advises other "fenceline" communities in the United States and abroad. On April 19, she was awarded one of the 2004 Goldman Environmental Prizes in San Francisco, Calif. She spoke to Grist from San Francisco.

How were your family and neighbors affected by the Shell plant and the Motiva refinery?

In the 1950s, there was an extension of the refinery right into the front yard of Old Diamond. It became a nuisance because of the noise, flares, and odors -- the daily operations affected the people in town. The elder people were always coughing, and some had respiratory diseases. My sister died at a very early age from a rare bacterial disease. We were constantly faced with black soot falling on the grass, on our houses. So there were a lot of complaints everywhere you went, and finally I said, "We're not getting anywhere talking among ourselves. We have to make this known."

What inspired you to begin your battle with Shell?

There were quite a few incidents. In 1973, a pipeline ignited and caused a family to be killed. At that time I had finished college and was teaching in my hometown. That explosion caused a lot of hurt and panic, and caused fear to set in. Some of the elderly people became organized, but that effort died out. In 1988, another explosion [at the refinery] rocked the whole town. This is when the community got together, and the elderly people elected me as a leader. I felt the call from the divine ruler, from God himself -- I knew I had to do something.

Did Shell provide jobs to the community -- and if so, did that make people reluctant to criticize the company?

Many of the whites were employed by Shell, but not many blacks. My oldest daughter was a chemist and microbiologist for Shell at the time [that Concerned Citizens of Norco was organized]. I had some fear; I thought that some harm could come to my daughter because of me. But she said, "I know your heart is not in it for the wrong reasons." So I said my prayers and pressed on. I knew it was for good, not just for the town but for the industry -- because we all need each other. Still, deep within I wonder if someone will try to do some injustice to her because of me. But I can't let fear hold me back.

What did you find was the most effective strategy?

Communicating without hostility -- communicating with truth, coming face to face with community people, government, and industrial people. The changes needed to come from within the government, the people and the industry. We had the Clean Air Act, the Clean Water Act, the Civil Rights Act, and the Good Neighbor Policy that had been written by the industry. My plea was that we had all this written on paper -- there had to be some accountability for following what was already written. We had a strong organization, a group that dealt with facts. We didn't believe in violence, we believed in negotiation with a purpose.