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London May , 2006

DS US SOX404 Organisation. London May , 2006. EVP CoB. CoB GRA Managers. CoB GRA Managers. CoB GRA Managers. AoO CoB Leaders. AoO Control Owners. AoO Control Operators. CoB GRA Managers. CoB GRA Managers. CoB GRA Managers. CoB GRA Managers. CoB GRA Managers. CoB GRA Managers.

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London May , 2006

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  1. DS US SOX404 Organisation London May , 2006

  2. EVP CoB CoB GRA Managers CoB GRA Managers CoB GRA Managers AoO CoB Leaders AoO Control Owners AoO Control Operators CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers SOX SMEs SOX SME SOX SME CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers DS SOX404 Organisation: summary of design principles DRAFT for discussion • NOTEs: • SOX ‘run and maintain’ structure • application of ‘Line’ structure may vary between Regions • reporting responsibility may sit outside of the summary structure Exec. Dir DS Rob Routs DS VP Finance Ron Blakely ‘GRA’ ‘LINE’ DS VP Controller Jim Lobb DS GRA Manager Cheng Kwee Ho Regional Controller Regional Training Focal Pt Regional Testing Executn Team GRA Project Manager Functions GRA Manager IT GRA Manager Financial Controls Manager Risk Manager Country Controller Security Manager Planning, Monitoring Reporting Learning Manager Country/ Cluster GRA Leads CoB GRA Managers SOX Team Manager CoB GRA Managers CoB GRA Managers CoB GRA Managers SOX Team QA CoE GRA Lead Team SOX Factory GSAP CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers Temporary Roles (<4yrs)

  3. CoB EVPs AoO Controllers and CoB Leaders CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers AoO CoB/F Control Owners AoO CoB/F Control Operators CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers DS USSOX404 Line Organisation – ‘run and maintain’ baseline assumption DRAFT for discussion GRA DS VP Controller Jim Lobb DS GRA Manager Cheng Kwee Ho US Regional Controller Geritt-Jan Smitskamp DS FC Manager TBA US GRA Lead Jeff Blackwell US SOX Team Manager US GRA Team TBD US Training Focal Point US OE Self Testing Execution Team US SOX SMEs Update based on actual roles

  4. AoO Controllers and CoB Leaders CoB EVPs CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers AoO CoB/F Control Operators AoO CoB/F Control Owners CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers DS USSOX404 Line Organisation – ‘run and maintain’ baseline assumption DRAFT for discussion GRA DS VP Controller Jim Lobb US SOX Team Manager and SMEs • Reports through to Controller with strong working relationship with Country/Cluster GRA Lead • Accountable for planning for Testing and preparation of Test Scripts with support from Regional Execution team • Conclude on DE and OE status • Prepare/Co-ordinate/Monitor Control updates and Remediation Action Plans (detailed planning) • GreenLight/EUC/SoD Update and Administration • Support Management Assessment • Execute Change Control requirements and FARM requirements • Incident Management DS GRA Manager Cheng Kwee Ho US Regional Controller Geritt-Jan Smitskamp DS FC Manager TBA US OE Regional Testing Execution Team • Reporting line to US SOX Team Manager • Regional focus for greater efficiency and effectiveness and enable consistency of skill-sets/competencies • Accountable for execution of testing in accordance with AoO Test Scripts and Testing Plan • Responsible to gather/ hand-over testing evidence • Support test script preparation • SSSC transition plan required US GRA Lead Jeff Blackwell US SOX Team Manager US Training Focal Point • Planning and execution of Learning and Development requirements US GRA Team TBD US SOX SMEs US Training Focal Point US OE Self Testing Execution Team

  5. FTEs

  6. DS USSOX404 Organisation FTE Calculations are: IMPORTANT NOTE: FTEs represent activity-based workload and does not directly translate to Roles/Positions • the ‘baseline’ numbers for ‘run and maintain’ assume: • fully embedded skill-sets at required competency levels • 10% control changes of total DE controls per annum • 20% remediation required of in-scope (OE) controls per annum • largely driven by SOX control numbers (excl IT): • 521 in-scope OE Controls for USOP Business (all AoOs) • XX in-scope OE Controls for US Chemicals • based on an 8 hour working day and a 220 day working year (1760 hours p.a) and a normal distribution of workload through-out the year • high-level calculations based on the average time to perform activities and does not • differentiate between control types (manual, IT dependent, system) • take account of non-control driven complexities • take account of peak load work effort during SOX cycle • Updated to take account of additional FTE estimates based on non-control driven ‘responsibilities’: • Supervisor/manager roles (based on team size) • EUC Admin roles To be verified

  7. SOX404 FTE Calculations: US SOX404 base-line activity assumptions Excl Chemicals and IT Non-control driven FTEs need to be included: supervisory, team deployment, system admin, liaison, fragmented workload To be reviewed

  8. SOX404 FTE Calculations: US SOX404 base-line activity assumptions To be completed

  9. CoB EVPs AoO Controllers and CoB Leaders CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers AoO CoB/F Control Owners AoO CoB/F Control Operators CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers DS USSOX404 Line Organisation – ‘run and maintain’ baseline assumption GRA DS VP Controller Jim Lobb • NOTES • excludes Chemicals, IT • based on 10% annual control change • based on 20% annual remediation • Control Owner/Operator/Senior Leader activities assumed absorbed • SSSC Transition plan required for the OE Self testing execution team DS GRA Manager Cheng Kwee Ho US Regional Controller Geritt-Jan Smitskamp DS FC Manager TBA Update based on actual roles and FTEs US GRA Lead Jeff Blackwell US SOX Team Manager 1 FTE US GRA Team TBD US Training Focal Point US OE Self Testing Execution Team US SOX SMEs Update based on actual roles

  10. CoB EVPs AoO Controllers and CoB Leaders CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers AoO CoB/F Control Owners AoO CoB/F Control Operators CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers DS USSOX404 Line Organisation – ‘transition’ assumptions GRA DS VP Controller Jim Lobb • NOTES • excludes Chemicals, IT • based on 10% annual control change • based on 20% annual remediation • Control Owner/Operator/Senior Leader activities assumed absorbed • SSSC Transition plan required for the OE Self testing execution team DS GRA Manager Cheng Kwee Ho US Regional Controller Geritt-Jan Smitskamp DS FC Manager TBA Update based on actual roles and FTEs US GRA Lead Jeff Blackwell US SOX Team Manager 1 FTE US GRA Team TBD US Training Focal Point US OE Self Testing Execution Team US SOX SMEs Update based on actual roles

  11. AoO Controllers and CoB Leaders CoB EVPs CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers AoO CoB/F Control Operators AoO CoB/F Control Owners CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers CoB GRA Managers DS USSOX404 Line Organisation–‘Run and Maintain’ Baseline Assumptions DRAFT for discussion GRA DS VP Controller Jim Lobb DS GRA Manager Cheng Kwee Ho US Regional Controller Geritt-Jan Smitskamp DS FC Manager TBA US SOX Team Manager US GRA Lead Jeff Blackwell Group Alignment US Training Focal Point US OE Self Testing Execution Team Systems Assurance & Security Change Control & Monitoring US GRA Team TBD Data Input Incident Mgmt. EUC AEC

  12. DS GRA Manager* Cheng Kwee Ho DS GRA Manager* SOPUS Controller G-J. Smitskamp CoB Finance Manager DS Controls Manager DS Controls Manager Manager Financial Accounting & Assurance Y.Ammerman GRA Lead** (CoB) GRA Lead** (CoS) LUBES MOTIVA Aviation Retail SOPUS Supply SOPUS Distribution SOX Implementation & Systems Assurance Mgr. 1A SOX Focal Point*** SOX Focal Point*** Embedding PMO 7B For Each CoB 6 T. Morgan FTE = 1.0 1Q/2Q FTE = 8.0 3Q/4Q FTE = 0.0 C. Highwarden 7A Project Manager Mfg FTE = 8.0 P. Ponton *Only 1 Global GRA Mgr role FTE = 1.0 B. Manwaring Group Alignment Training Systems Assurance & Security 1 2 Testing Q/A & Audit Change Control & Monitoring 3 5 4 **GRA Lead Responsibilities FTE = 6.0 G. Pounders FTE = 1.0 JG (4/5) FTE = 16.0 JG (2/3) FTE = 3.0 JG (3) FTE = 1.0 JG (4) • HSE • Finance • Governance • Info Mgmt Data Input (2.0) Incident Mgmt. (1.0) EUC AEC SoD (3.0) 2006 SOX Project ***SOX Focal Point Responsibilities 7 1Q/2Q FTE = 42.0 3Q/4Q FTE = 0 JG (3) • Remediation/Coordination • Management Assessment • Standardize Templates • Routine Reporting • Attestation “Dry Run” Temporary Function SOX COE 2006 OP US SOX 404 Organization – Proposed with FTES Terry Morgan’s SOX Organisation Structure

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