OVERSIGHT AND ASSESSMENT

SQUAD'S COLLABORATIVE COMPLIANCE APPROACH

The Corporate Compliance Committee, composed of representatives from various departments and functions, conducts regular meetings to review and address compliance issues, emerging risks, and updates to regulatory requirements. This committee serves as a forum for cross-functional collaboration and knowledge sharing, ensuring that compliance efforts are coordinated and comprehensive across the organization. Internal Audit plays a vital role in independently evaluating the effectiveness of the ethics and compliance program, conducting risk assessments, and providing recommendations for improvement. The Chief Ethics and Compliance Officer also collaborates with external experts, industry associations, and regulatory bodies to stay abreast of best practices and evolving compliance standards. By fostering strong governance, proactive risk assessment, and transparent reporting, Squad demonstrates its commitment to maintaining a robust ethics and compliance program.

AUDIT COMMITTEE CHARTER(EXCERPT)

The Audit Committee assists the Board of Directors in overseeing the Company’s systems for monitoring compliance with and enforcement of the Company’s Ethics and Compliance Program.

  • Duties and Responsibilities regarding Ethics and Compliance: Concurs in the replacement of the Company’s Chief Ethics and Compliance Officer, who shall report to the Audit Committee and the General Counsel.
  • Receives periodic reports from the Chief Ethics and Compliance Officer regarding:
    • The scope and status of the Ethics & Compliance Program and other procedures designed to promote an ethical culture and compliance with laws, regulations and Company policy, including the Code of Conduct and the Company’s risk assessment process. Reviews the Company’s system to monitor compliance and enforcement of these programs.
    • Significant violations of Squad’s Code of Conduct and the Company’s responses thereto.
    • Any allegation of fraud, whether or not material, that involves management or any employee who has a significant role in the company’s internal control over financial reporting.
    • Any allegation or complaint regarding potentially significant accounting or financial reporting matters.
    • Procedures for the receipt, retention and treatment of employee complaints received by the Company regarding accounting, internal controls or auditing matters, and the confidential, anonymous submission by employees of concerns regarding questionable accounting and auditing matters.

SENIOR MANAGEMENT ETHICS & COMPLIANCE COMMITTEE:

  • Ethics is one of Squad’s core values: “We are uncompromising in our integrity, honesty, and fairness.” The [Committee was created] to ensure that the ethics and compliance program supports this core value. Further, this group helps the company maintain an effective ethics and compliance program, maximize the inherent benefits of such a program, and consistently promote an organizational culture that demands ethical business conduct and compliance with the law.
  • Scope
    • Provides senior management leadership and oversight of the company-wide ethics and compliance program;
    • Reviews overall program effectiveness and provides recommendations to the [executive management] as needed to ensure that the company has an effective ethics and compliance program;
    • Supports and reinforces the functional activity of the Squad Ethics and Compliance organization in establishing programs and processes that foster ethical business conduct at all levels of the company;
    • Provides guidance, information, and metrics to the GBU Presidents and functional managers to ensure their respective ethics and compliance programs have adequate resources;
    • Supports and reinforces the fundamental accountability of line organizations for ethical business conduct and legal compliance; and
    • Considers other specific matters as requested by the [executive management], or referred to it by the Chief Ethics & Compliance Officer.
  • Objectives
    • Oversees the current performance and continued development of the company ethics and compliance program through periodic review of:
      • Ethics and compliance activities at both the corporate level and for all GBUs (including worldwide locations and projects);
      • Corporate and GBU-specific ethics and compliance education plans and company-wide performance with respect to such plans;
      • Ethics Help Line statistics and trends;
      • Employee ethics survey data;
      • Company-wide ethics education and awareness programs; and
      • Monitoring activities in the company to ensure compliance with Company policies, laws, regulations, and legal obligations.
    • Develops and delivers key metrics for the ethics and compliance program, at company-wide and organizational level, to [executive management].
    • Recommends development and update of company policies in ethics and compliance related areas in response to changes in business strategy, risk, and regulatory or legal requirements.
  • Operating Principles
    • Regular meetings will be scheduled prior to each [executive management committee] meeting that requires an update from the [Committee] co-chairs. Additional meetings will be arranged as needed to address issues referred by the [executive management] or the Chief Ethics & Compliance Officer.
    • The minimum number of meetings to be held in any given calendar year is four. Agendas and the appropriate supporting material will be distributed prior to each meeting.
    • The [Committee] co-chairs will present updates on ethics and compliance activities and recommendations during each [executive management committee] meetings as requested by the CEO and/or President and COO.
  • Membership

The [Committee] co-chairs and senior members of the team are appointed by the president & COO. The General Counsel, Chief Ethics & Compliance Officer, Corporate Controller, and the managers of Corporate Affairs, Human Resources, and Internal Audit are standing members of the Committee. Each GBU is represented on the [Committee] by a senior member appointed by the GBU President, and approved by the co-chairs. No substitutes are permitted on a short-term or long-term basis.

CORPORATE COMPLIANCE COMMITTEE

The Corporate Compliance Committee is responsible for the assessment and prioritization of legal compliance risk areas, the sharing of compliance program best practices, and the development of enterprise-wide tools and monitoring mechanisms to increase the efficiency and effectiveness of company-wide compliance activities.

The Committee’s compliance risk assessment is shared annually with the senior management oversight committee and the Audit Committee of the Board of Directors. 

  • Membership

Committee members are legal risk area subject matter experts and senior managers with compliance responsibility for specific risk areas, as well as the managers of Internal Audit, who serve as advisors to the Committee. The members are appointed to the Committee by the Chief Ethics and Compliance Officer, who serves as Chair of the Committee, in consultation with the Senior Compliance Counsel, who serves as Vice Chair. Business-based ethics and compliance officers serve as ex officio members. Members are expected to attend all meetings or designate a substitute.

  • Meetings and reports

The Corporate Compliance Committee meets quarterly to review company-wide compliance program activities. Members present progress reports on the status of the compliance efforts for their assigned legal risk areas, whether there have been any changes to the risk area or their evaluation of the level of risk, and any adjustments to the compliance program to address these changes.

 

As part of the continuous risk assessment process Subject Matter Expert (SME) members provide annual written reports on their assigned compliance risk areas, covering the adequacy of corporate policies, instructions, procedures etc. which define and implement their programs; any significant regulatory, political, or legal changes in their area of responsibility and whether these changes affect the level of compliance risk; and any new compliance risks to the company which need to be addressed.

 

Business-based ethics and compliance officers provide an annual assessment and supplemental compliance training plan for any additional compliance training needed in their organizations beyond the company-wide compliance training core courses to address business-specific compliance risks, including specialized training required for high-risk employees on an annual basis.

OVERSIGHT & ASSESSMENT INTERNAL AUDIT

SQUAD’s Internal Audit group provides independent and objective assurance on the effectiveness of internal controls, including those designed to assure compliance with policies, procedures, laws and regulations. 

Internal Audit prepares its annual audit plan with a focus on detecting corruption and uses the Transparency International Corruption Perceptions Index as one of the criteria for selecting which projects to audit. It also consults with Compliance counsel on an annual basis to identify emerging areas of anti-corruption risk and adjusts its audit plan accordingly.  

Among other things, Internal Audit:

  • Conducts regular process audits focused on areas of possible interaction with government officials, such as traffic & logistics and customs clearance, visas & work permits, and political contributions/donations;
  • Regularly monitors petty cash and procurement payments and scrap and salvage processes that could potentially fund improper facilitating payments;
  • Routinely tests to assure that all suppliers and subcontractors are screened against the Restricted Party Lists;
  • Periodically reviews (on at least a biannual basis) payments to active agents to make sure they are consistent with contractual terms and conditions, and verifies the presence of anti-bribery terms and conditions in active subcontractor and partner agreements.
  • Periodically reviews (on at least a biannual basis) payments to suppliers and subcontractors located in countries considered as possible tax havens or to banks in countries identified as having greater risk of money-laundering.

Internal Audit reports detailing anti-corruption risks are reviewed and assessed by senior management, the Chief Ethics and Compliance Officer, and Compliance Counsel and their findings inform policy and/or procedure enhancements and the development of focused training courses.

At periodic intervals, but no less frequently than every two years, Internal Audit evaluates and tests the implementation of the Ethics & Compliance program procedures and controls designed to promote compliance with company policies and legal obligations to ensure the program is consistent with best practice and the business risks facing the company.