Success Stories during the Downturn
& Positioning for Future Growth

April 25-27, 2017

Houston, TX


Day One
Wednesday April 26, 2017

Day Two
Thursday April 27, 2017

Exploring the Impact of Working with Pared down Resources on Mitigating the Most Important Financial & Reputational Risks in the GSC

Day One Chair’s Opening Remarks

  • Jay Martin Vice President, Chief Compliance Officer, and Senior Deputy General Counsel, Baker Hughes

Opening Panel Debate: How Corporate Restructuring during the Downturn Has Impacted Our Ability to Mitigate Financial & Reputational Risks in the Supply Chain

  • Jay Martin Vice President, Chief Compliance Officer, and Senior Deputy General Counsel, Baker Hughes
  • Jock Pool Director of Compliance, Oceaneering
  • Holly Sais Phillippi Head of Proposition – Americas Customer and Third Party Risk, Thomson Reuters


• Overcoming challenges of doing more with less, including leveraging existing due diligence and other processes in the supply chain

• Integrating new process and technology improvements: Success stories that have enabled
more effective due diligence and compliance across the global supply chain

• Strategies for obtaining necessary resources and how to decentralize resource-intensive
tasks across other parts of the organization to improve controls

• How have suppliers, vendors, distributors and other third party partners responded to the
pressures of reduced resources?

• Aligning the compliance mission more closely with internal supply chain and external
3PLs, suppliers, distributors and other partners

• Positioning for the upturn. What practical steps are we taking now to be future-ready?

Case Study: One Size Fits All? Developing a Robust Vetting ProcessThat Supports the Nature & Risks to Your Business from YourGlobal Supply Chain Partners


• Ensuring due diligence and compliance strategies are applied efficiently across the supply
chain and work with the time-sensitive nature of the supply chain

• Understanding risk appetite and mitigation. When have you done enough due diligence for
your business?

• What is the minimum level of compliance you should set your sights on for regulators and
agencies – and how do you build up from there?

• Living outside of the ‘hard and fast rules’ box. Where does there need to be flexibility in
your programs to prioritize resources that cost-effectively mitigate risks?

• Ensuring your compliance programs focus 3rd party due diligence on higher risk
distributors and other entities, along with mitigating 2nd tier and smaller
subcontractor risks

• Communicating due diligence outcomes more effectively with vendors, suppliers
and distributors

Speed Networking & Morning Refreshments

Keynote Presentation: A Focus on the Minutiae of SEC Guidelines for FCPA

  • Shamoil Shipchandler Regional Director, Fort Worth Regional Office, U.S. Securities and Exchange Commission’s Fort Worth Regional Office


• Highlighting the areas that the SEC are paying particular attention to in the oil and gas
sector and where are risks increasing

• What are the main emerging dangers that the supply chain exposes you to in terms of compliance?

• Exploring some practical actions you should take to avoid running afoul of SEC regulations

Panel Debate: Understanding How the Evolving International Regulatory Landscape Is Impacting the Oil & Gas Supply Chain & Meeting These Challenges Head On

  • Shamoil Shipchandler Regional Director, Fort Worth Regional Office, U.S. Securities and Exchange Commission’s Fort Worth Regional Office
  • Brent Benoit Chief Compliance Officer, National Oilwell Varco
  • Daniel Chapman Group Chief Compliance Officer, VimpelCom
  • Jared Ezzell Global Compliance & Supply Solutions, North America Leader, Dun & Bradstreet


• The impact of increasing international cooperation by law enforcement agencies and
regulatory bodies

• Decoding the additional ‘flavors’ to regulations and better interpreting these regulations
to understand the risks to your business

• The nuances of the law: Understanding where tenders or specific business is impossible
to secure and where it’s dependent on your risk appetite

• Enhancing your programs and supply chain processes accordingly to protect against
potential enforcement actions

• What are the internal controls that regulatory bodies such as the SEC consider appropriate and what do they consider a violation of internal controls?

• How should you defend yourself most effectively during an enforcement action?

• Regional focuses on compliance. E.g. Latin America (the turning tide in Brazil, opening up
of the Mexican market)


Demonstrating Real Value through Improved Programs & Technologies That Minimize Exposure to Enforcement Actions

Case Study: Exploring the Challenges of Tracking the Movement of Capital Assets That Are outside the Usual Inventory Listings of Your ERP during a Period of High Relocation/Consolidation


• Understanding which equipment may have dual use with prohibited classification through coordinating across the business to create classification lists for dual use
or prohibited assets

• Ensuring enough forward planning for comprehensive technical analysis of assets

• Working with management to sensitively receive information you require without unnecessary detail that would prevent disclosure

Aligning Due Diligence to Ethical Sourcing Goals

  • Karen Gray Senior EDDM Specialist – North America Entity Due Diligence and Monitoring, LexisNexis


  • Effective Third-Party Due Diligence
  • Identifying the Key Benefits of Ethical Sourcing
  • Mitigating the Risk of Conducting Business with Unethical Third Parties
  • Beneficial Ownership and Unraveling Complex Business Structures

Afternoon Refreshments & Networking

Case Study: Successfully Protecting Your Business from Regulatory Enforcement through Better Due Diligence & a Culture of Compliance

  • Ellen Smith Managing Counsel, Global Trade Compliance Director, Baker Hughes


• Lessons learned on the journey: Preventing compliance violations in the first place through a strong and thorough due diligence program

• Better identification of parties to conduct due diligence in the onboarding process

• Expanding mission to other risk categories, including lower risk and 4th party logistics

• Ensuring existing controls in place enable effective operations

• Embedding and managing a culture of compliance throughout the business

Case Study: Conducting an Internal Investigation & Ensuring Accountability Post-Investigation

  • Tameka Ramsey Manager, Global Compliance & Ethics, ConocoPhillips


• A journey through the internal investigation process

• Working collaboratively with auditors, investigators, attorneys and outside counsel

• Holding employees accountable and ensuring that discipline aligns with organizational
and compliance culture

• Incorporating lessons learned and driving compliance solutions across the business

Chair’s Closing Remarks

Close of Day One