GOVERNANCE, RISK, FRAUD & COMPLIANCE (GRFC)
specifics and approaches in GRFC
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A selection of case studies showcases the experience of the leaders associated with CONEXIG. Many more cases related to this Service Line may be presented upon express request and in some cases, under an NDA.
Location: Ipatinga, Brazil
Client: Usinas Siderúrgicas de Minas Gerais S.A.
Scope: Felipe Gutierrez was responsible for the outsourcing of internal audit services of the construction work of the Coquería 2 project. The scope of the analyses carried out included: (i) evaluation of contracts and compliance by major contractors; (ii) compliance with payment processes with measurements, contractual clauses, etc.
Client: Samarco Mineração S.A.
Scope: Felipe Gutierrez was responsible for the implementation of a Diagnostic Project to evaluate whether the company had Compliance management practices in line with good market practices. The scope of the analyses carried out included: (i) use as the basis of the work a Compliance Methodology based on 4 main areas: 1. Corporate Governance and Culture, 2. Policies, processes and procedures, 3. People and 4. Monitoring, testing and reporting; (ii) areas included- sustainability, environment and security, controllership, finance, taxation, treasury, risk and insurance, internal controls, supply and procurement, internal audit, legal, human resources, public relations, corporate governance, ethics committee, ombudsman, investor relations, planning and budgeting, IT, commercial and corporate support services; (iii) we mapped the roles and responsibilities, and conducted a gap analysis, a benchmarking exercise and others.
Location: Latin America
Client: Owner in the mining industry
The service included the performance of a Health Check review of the Program Management techniques to manage project risks for one of the, at the time, largest Latin American mining and steel producers, which were applied to manage a US$14 billion expansion program (CAPEX). This included to identify measure, assess, mitigate and monitor their major project risks and involved the project engineering / procurement teams with specific focus on Scope management, Schedule management, Budget control and cost management, Risk and issue management, and Contract & Procurement Management. As a result of this assignment new CAPEX policies and procedures as well as revised internal controls were implemented throughout the organization.