| Governance Problems at Royal Dutch/Shell |  | 
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 Case Details:
 
 Case Code : BSTR155
 Case Length : 17
 Pages Period : 2000 - 2005
 Organization : Royal Dutch | Shell
 Pub Date : 2005
 Teaching Note :Not Available
 Countries : UK, Netherlands
 Themes: Corporate Governance
 Industry : Petroleum and Petrochemicals
 
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 << Previous "This is the end of 60:40; we become one company with one 
share. There is one set of directors, one chief executive, one person who has to 
take full accountability."1 - Jeroen Van der Veer, Chairman of the Royal Dutch/Shell 
Group's board of managers. 'Oil Reserves' Scandal
	
		| 
On January 09, 2004, following an internal review, the management of Royal 
Dutch/Shell Group (Shell), announced that the company's financial statements had 
shown inflated oil reserves in the earlier years. Shell, the third largest oil 
exploration and production company in the world, further stated that it would 
downgrade nearly four billion (bn) barrels2 of its 'proven'3 oil and gas reserves 
to the 'probable'4 category. This accounted for nearly one-fifth of the total 
'proven'oil reserves of Shell, the largest ever reserves re-categorization5 for 
any oil company in the world. Soon after the announcement, Shell's stock price 
nose-dived (Refer Exhibit I for Shell's stock price before and after the oil 
reserves scandal). |  
 |  
 The Securities and Exchange Commission (SEC)6 started an investigation into the 
	overstatement of oil reserves by Shell. In addition, British financial 
	regulators led by the Financial Services Authority also launched an 
	investigation. Recognizing the need to restore investor confidence and the 
	credibility of the company, Shell also appointed Davis, Polk & Wardwell7 
	to act as an independent counsel to investigate the problem. 
Governance Problems at Royal Dutch/Shell
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