Andre joined Amec Foster Wheeler in May of 2016 to lead the SOX compliance efforts for the Group.Responsibilities include:• Designing, implementing and embedding a fit-for-purpose SOX governance framework within business and IT environment;• Developing and implementing an annual SOX compliance plan internationally, including the management of multiple co-source service providers;• Managing and overseeing a decentralised SOX compliance programme globally, coaching team members and focussing on development of team as a whole;• Global stakeholder management, including critical business stakeholders, independent auditor, as well as internal audit;• Ensuring compliance with the COSO 2013 framework;• Overseeing the process to ensure that SOX documentation of all in-scope entities and processes are validated, up to date and fit-for-purpose;• Refining and embedding the ongoing SOX scoping methodology for both business process and IT systems;• Overseeing and facilitating the remediation of control gaps;• Designing, implementing and refining ongoing reporting to senior management and the company Executive Committee;• Working collaboratively across the business in all matter SOX related, including organisational changes, outsourcing of activities, as well as implementation of ERP solutions;• Ongoing reporting of all SOX matters to the Amec Foster Wheeler Audit Committee; and• Ongoing refinement of response to regulatory requirements such as Information Produced by the Entity (IPE), management review controls precision and information technology general controls.

2004 – 2006, 2007 – dateHead of Finance Governance and RiskOther positions that I held prior to coming back to Sasol as Head of Finance Governance included being Assistant Manager of Internal Audit, Group Sarbanes Oxley Compliance Officer, Acting Group Sarbanes Oxley Compliance Manager, Senior and General Manager of Finance in Governance, Risk, Compliance and Learning.At present, my responsibilities at Sasol include interacting with Financial Manager and Sasol Group Functional Leads on internal controls matters, advising the Group on internal control requirements, remediation of identified control weaknesses, identification and implementation of process improvement and internal control innovation. I regularly take part in Group forums, like the Finance Business Committee and various committees of projects that could potentially impact the Finance Department. I participate in the Accounting Practices Committee as well.I played a major role in the restructuring of the Group with focus on Sarbanes-Oxley Section 404 compliance, sustainment of access, authorisation and segregation of duties, programmes on SAP. I led the SOX re-implementation project to optimise and restructure the Sarbanes-Oxley assessment programme, which resulted in the creation of a fit-for-purpose approach to compliance in external financial reporting controls.Interacting with Internal and External Audit on control and governance matters for the Finance Department is also part of my duties. I lead the team in the re-design and re-implementation of the Group’s access and authorisations and segregation of duties programme, which requires managing the segregation of duties work stream, creating appropriate policies and procedures, reporting methods and tools, developing solutions to monitor compliance with delegation of authorities on SAP and the continuous integration with the IT team on developing the process to grant, monitor and manage access to SAP.

During my team at PwC, I focused on SAS 70 reviews, Enterprise Risk Management and extensive Sarbanes-Oxley Section 404 consulting. I facilitated the whole process of SAS70 reviews from compiling of proposals for new work, design of audit approach, resource determination and fee structure design, to preparation of audit budgets and fee negotiations, resource scheduling for audit assignments, performance management of staff on the audits, liaising with the client’s management, review of audit work performed by the trainee accountants and the actual compilation of SAS70 reports.Enterprise Risk Management on my part included risk management methodology design, implementation of software (Cura Risk Management) and facilitation of risk workshops. Consulting on Sarbanes-Oxley Section 404 involved the design of SOX 404 compliance processes for activities outsourced to EPCM contractors and the identification of fraud scenarios and associated risks for the company.

1997 – 2002, 2003 – 2004I have begun my career in Audit as a Trainee Accountant at KPMG, having successfully completed my trainee contract with them during the years of 1997 to 1999. After that I worked in a variety of roles within the company, including Audit Manager of Performance Audit, Audit Manager of Financial Statement Audit, Audit Group Manager of Financial Statement Audit, rising to Senior Manager of Internal Audit Services.As Senior Manager, I was responsible for negotiating work allocations within the consortium of four audit firms performing the assignment (approximately 23 000 audit hours annually). I liaised with clients on all aspects of audit, such as work allocation, execution of audits and reporting. I established risk management frameworks for Internal Audit clients, drafted and prepared the periodic audit committee reports and packs, compiled risk based three-year strategic internal audit plans, as well as rolling annual plan. I also conducted quality assurance reviews on in-house internal audit functions. The sectors of clients served included Government and Public Service, Industrial, Financial Services, Consumer markets, Information Technology.As Audit Group Manager, I was monitoring and adjusting the planning for KPMG Pretoria’s Audit Group 1 (5 managers, 30 trainees), developing and compiling reports to monitor the productivity and planned time for the audit trainee accounts, as well as monitoring the application of the performance appraisal system within Audit Group 1.As Audit Manager earlier on, I had the responsibilities of compiling of proposals for new work, including design of audit approach, negotiations with consortium partners, resource determination and fee structure design. I prepared audit budgets and fee negotiations, taking into account travel needs and logistical matters, managed staff on the audits and compiled various deliverables, including management reports, management letters and annual financial statements.

My area of focus as Internal Auditor at BHPBilliton was Capital Projects. I was responsible for conducting operational audits on procurement, contracts management, repairs and maintenance within Energy Coal, Petroleum, Aluminium and Carbon Steel Materials Groups (for operations in both South Africa and Australia). I managed capital project audits, evaluating methodologies and procedures of progress monitoring, foreign currency reporting, industrial relations, risk management, overall project reporting, procurement and forecasting.Compiling of specific control objectives in respect of Project Management was also my responsibility. I conducted investigations of overtime payments, with emphasis on determining deficiencies within the existing system and recommending improved controls. At BHPBilliton, I was the lead team member from Group Audit Services (GAS) for the GSAP implementation at the Virtual Central Office (VCO), Middelburg Ferrochrome and Middelburg Technocrome.