Philippe DI MAMBRO

• Management of 1 SOX coordinator, 1 DOA & CMS analyst, 2 JV auditors and 1 internal auditor.
• Coordinate internal & external audits (except tax and HSSE audits).
• Focal point to internal auditors from HQ (ACI) and external auditors (EY) for SOX, centralize the assistance to partners financial audits (OBO), centralize the answers and the follow-up of these audits notably in the JVADB tool.
• Responsible for the compliance of E&P Branch with SOX requirements (ELC, ALC).
• Responsible for the Risk Mapping exercise.
• Management of the DOA and the CMS.

• Responsible for the compliance of E&P Branch with SOX requirements.
• Responsible for the design of ALC controls, their deployment and their good execution (based on SOX campaigns, ELC and SOX audits) at E&P perimeter.
• Provide training, assistance and guidance to affiliates in order to reinforce their local internal control.
• Regular relations with affiliates SOX coordinators, Group Audit, external auditors and financial management (local and at Headquarters).

Analysis of key indicators for the Top7 (quarterly reports), preparation of annual studies based on ASC932 (Panorama, Tableau de bord), preparation of “Dossiers Compagnies” for E&P Management and for CEO.

Management of 2 JV Auditors and 1 Internal Controller - Definition and follow-up of Financial and measurement audits plan for TEPN in line with Group and subsidiary management objectives. Lead or participate to major audits - Follow-up of past audits recommendations – Liaison with HQ ACI – Supervision of Internal Control and SOX processes.

• Management of 11 Staff (1 expat) / 3 Departments: Accounting, Cost Control and Treasury + 1 SAP Coordinator & FI Lead.
• Group Reporting - Quarterly recoverable costs declarations - Preparation of Budgets and Forecasts - Treasury Management (Cash forecasts, bank reconciliations) - Liaison with external Auditors (closing and SOX) as well as Qatar Petroleum Auditors for recoverable costs audits.

• Definition and implementation of the first Budget and Reporting structure of YLNG
• Followed up Investment: 4 G$
• Recruitment and supervision of 6 Yemeni Assistants

Responsible for: (i) oil production sharing between partners (5 PSC), (ii) coordination and follow-up of audits (Tax and partners, 6 months/year), (iii) cash-calls and billings. Supervision of 4 assistants (1 expat). Acting Finance Manager when necessary.

• Several positions filled during these 4 years: Budget & Reporting Manager, Procedures & Methods Manager (Delegation of Authorities Manual, Procedures Policies…)
• SAP Implementation task force member: responsible for Change Management.
• Followed up Investment (1999): 4,2 G$

Financial Controller for CAPEX in relation with Exploration / Appraisal.

Financial and Tax assistance to several foreign branches and subsidiaries (Europe, English speaking African countries, South America).

Auditor for 3 years (from junior till manager between 1990 and 1993). Responsible for performing audit procedures on a variety of large international clients. Audits performed in France as well as abroad (Angola, Gabon, Seychelles and Yemen).

Seconded for 9 months (in 1993/94) to TOTAL S.A. as Accountant of a PSC in Algeria (C.F.P.(Algérie), 6 months spent in Algiers); 20 M$ spent.