The problem is when the corruption stems from the boardroom as witnessed by the lead up to the Shell reserves crisis and the protracted cover-up of the Shell Touch F*** All scandal, all is lost. You only have to look at recent history of how organisations fail due to internal corruption of essential controls by the men in suits in the Boardroom. Enron, the banking system on both sides of the pond, the current crisis in the NHS are just a few examples.
COMMENT BY BILL CAMPBELL, RETIRED HSE GROUP AUDITOR, SHELL INTERNATIONAL
The myth of governance
Many pages exist explaining the need for the Shell organisation to have effective governance over its worldwide operations if it hopes to meet its stated objectives across the business. The governance process is owned by the Board, executive and non executive. By having essential management controls in place is the fundamental safeguard to meeting objectives including compliance with the applicable laws in the regions in which Shell operate.
The problem is when the corruption stems from the boardroom as witnessed by the lead up to the Shell reserves crisis and the protracted cover-up of the Shell Touch F*** All scandal, all is lost. You only have to look at recent history of how organisations fail due to internal corruption of essential controls by the men in suits in the Boardroom. Enron, the banking system on both sides of the pond, the current crisis in the NHS are just a few examples.