Podcasts about ge oil

Last year, Andrea interviewed Lorenzo Simonelli, Chairman and CEO of Baker Hughes, an energy technology company, in one of his best episodes of 2022. They discussed the exciting energy transition happening in the industry and Lorenzo's perspective on navigating this change as a leader. Lorenzo stressed the need to pivot quickly, fail fast, and learn in order to adapt to constant change. He shared insights on building diverse teams, focusing on culture, effective communication, and empowering others. Lorenzo also advised aspiring leaders on self-awareness, taking feedback, and managing ambiguity. KEY TAKEAWAYS Energy is going through an exciting transition period that requires collaboration between stakeholders. Having a clear and easy-to-communicate strategy is key, but changing behaviours and culture is harder. Leaders must role model desired behaviours and make bold decisions to mobilise change. Pivoting quickly and failing fast is critical to adapting to constant change. Quiet, focused time is important for leaders to think strategically. Surround yourself with a diverse team willing to challenge you. BEST MOMENTS"It's a great time to be in energy. There is a fundamental tectonic shift and transformation occurring." "If you're going to be a good leader today, change is constant and actually looking at ambiguity as a strength." "The role of being a leader is more challenging today because of all the externalities that are happening." "No matter how confident you are...you will need a team that is with you, supporting you and aligned with you." VALUABLE RESOURCES Like the show? Please leave or write a review on your favourite podcast platform! Let Andrea know your thoughts or share your comments via LinkedIn or via email For more information on Andrea's work and access to other valuable resources, please visit the website    If you don't want to miss any episode and receive the full article in your inbox, subscribe today to our blog Need more? Book a 30 min call here: https://calendly.com/andreapetrone/strategy. ABOUT THE HOST My name is Andrea Petrone. I'm a Human Performance and Leadership Advisor, Executive Coach and International Speaker. I help leaders and their teams to change their mindsets and master their leadership capabilities so they can achieve extraordinary performance. I've been in the corporate world for more than 20 years working globally - in 6 countries and 3 continents - for medium-large companies. Our guest this week: Lorenzo Simonelli is Chairman and CEO of Baker Hughes (NASDAQ:BKR). BakerHughes is an energy technology company that combines innovation, expertise andscale to provide solutions for energy and industrial customers worldwide.Simonelli was named Chairman of the Board in October 2017 and has beenPresident and CEO since the Company's creation in 2017, where he oversaw thesuccessful merger of GE Oil & Gas with Baker Hughes Inc. Since 2013, he served asPresident and CEO of GE Oil & Gas.Previously, Simonelli served as President and CEO of GE Transportation, a globaltransportation leader in the rail, mining, marine and energy storage industries.During his five-year tenure, he expanded and diversified GE Transportation byfocusing on advanced technology manufacturing, intelligent control systems, anda diverse approach to new propulsion solutions.He has also served as CFO Americas for GE Consumer & Industrial, as well asGeneral Manager, Product Management for GE Appliances, Lighting, ElectricalDistribution and Motors.Simonelli joined GE's Financial Management Program in 1994, where he worked onassignments in GE International, GE Shared Services, GE Oil & Gas, andConsolidated Financial Insurance.He currently serves on the Board of Iveco Group N.V. He served on the Board ofC3.ai, Inc. from 2020-2021 and on the Board of CNH Industrial N.V. from 2019-2021.Originally from Tuscany, Italy, Simonelli is a Business & Economics Graduate fromCardiff University in South Wales. He is married and resides in Houston.  

 This week is a twofer as Charli talks to Mike Franco and Gillian Harding-Moore of PSG BiotechMike Franco is the Director of Global Biopharma Sales at PSG Biotech, part of PSG, a Dover Company. He began his career at PSG in 2017, serving as sales manager for the Americas. His career has spanned several companies, starting as a research assistant for the Center for Space Physics at Boston University. From there, he became an applications engineer with Panametrics Inc. before joining GE Power Systems in 2002 as a commercial engineer. His time with GE spanned a decade, working in various managerial and leadership roles at GE Industrial, GE Energy Services and GE Oil & Gas. In 2014, he joined Ametek as its regional sales manager, serving in that role until 2017. Gillian Harding-Moore serves as the director of Global Marketing at PSG Biotech & Quantex, part of PSG, a Dover Company. Having an entrepreneurial mindset and big-picture creative ideas has defined her career, which in early years, included Saatchi & Saatchi as its art director. She held a similar role at Euros RSCG before founding her own branding and digital agency, Fuel Creativity Ltd (FCL). 10 years later, having successfully served clients including GSK and Tata Steel, she joined one of her long-standing clients, Fashion GPS as its managing director of Europe in 2011. In 2018, Gillian joined another long-standing client, Quantex, the recyclable pump brand now owned by PSG. Since the acquisition, Gillian has worked closely with PSG upper management teams in charge of the marketing communications for Malema during its acquisition in 2022, and has headed up the consolidation and rebrand of PSG Biotech.https://www.psgdover.com/biotechWe look forward to seeing you at the 2023 INTERPHEX Show, April 25th-April 27th. https://www.interphex.com/ Read up at EmpweringPumps.com and stay tuned for more news about EPIC in Atlanta this November!Find us @EmpoweringPumps on Facebook, LinkedIn,  Instagram and Twitter and using the hashtag #EmpoweringIndustryPodcast or via email podcast@empoweringpumps.com 

Geopolitical dynamics have evolved recently and will continue to grow more complex, with even more impact in the foreseeable future.  Companies operating in more than one jurisdiction are particularly vulnerable to geopolitical risks, although these can also present opportunities.  Can boards afford to steer clear, or is the boardroom the best place to build resilience and pave the way to opportunity?In this podcast, Dr Sabine Dembkowski Founder and Managing Partner of Better Boards discuss geopolitical challenges with Nassib Abou-Kahlil, named one of the 20 top corporate legal officers by the Financial Times in June 2021.  Nassib held senior legal roles at Yahoo!, GE Oil & Gas, Etisalat and TMF Netherlands and most recently as Chief Legal Officer at Nokia. “Keep an open mind; the world is extremely diverse”Nassib opens by observing that the complexity around Geopolitics is enormous but not insurmountable. In his mind, it is vital to keep an open mind. He relates his experiences with new challenges and working in numerous jurisdictions, involving not just managing complex laws, but also accommodating values and reconciling contradictions, whether cultural, legal or between values in the multi-jurisdictional environment.  This is a delicate exercise in understanding, foreseeing, mitigating and managing.  “There is no one size fits all”Nassib explains that he believes there is no ‘one size fits all' approach, so whatever approach is taken needs to be well adapted to the specific business and relevant circumstances.  This must be taken into account when assessing the impact of a particular development and is achieved through utilising regulators and other geopolitical experts and analysts. Nassib describes how insights alone neither help solve nor achieve anything, so mitigation is necessary. “Yes, this is a board-level discussion… …not in every detail, but at a strategic level”In Nassib's view, it is essential for geopolitical issues to be a board-level conversation, and the board is potentially one of the bodies best placed for future-proofing organisations.  He explains that one of the most important tasks of the board in this context is weighing in on the strategy of a company, and assessing and deciding how a company addresses its geopolitical risks.  “Lack of diversity and diverse perspectives, and challenges in perspective is potentially one of the greatest red flags”Nassib holds the view that the biggest threat to boards and future-proofing is the potential lack of diversity on the board. In his experience, the power of diverse perspectives invariably leads to better decision-making and broader insights. “The biggest risk in diversity is defining diversity narrowly”Nassim relates how he has always thought of diversity in the broadest sense of the word, including cultural experience, racial diversity, social mobility, and other aspects of diversity.  Many companies are operating in an extremely diverse environment, yet their boards do not reflect this.  The three top takeaways from our conversation are:1.      Geopolitical dynamics are here to stay, so keep in mind that today's decisions may come back to haunt you tomorrow. If you exit a country today because of the geopolitical dynamics, this doesn't mean that you won't want to re-enter it later, and people will remember your actions.2.     Focus on diversity, looking for potential and not experience, defining diversity in the broadest sense and committing to it. 3.     Build awareness, including self-awareness, by understanding your geopolitical dependencies your footprint and your operations.

On the show, I speak to Yanyan Wu, the Vice President of Data and Analytics at Verisk. Yanyan shares her strategies, from structuring to scaling an analytics team. Key Takeaways: Challenges in building and scaling an analytics team. Dealing with the technology gap Getting the right people on your team, Roles and responsibilities of a team leader Learning metrics that matter to your members. Challenges in finding someone technically strong and a great analyst. Ways to Identify the future leader in your team and traits that must-haves. About today's guest: As a vice president and data analytics expert, Yanyan Wu develops innovative data analytics strategies and transformed data platforms for big data used in the oil&gas industry. She layout the multi-year product development roadmap and execution to deliver the data and data insights to internal and external clients to enable them to make smart investment decisions/recommendations. Yanyan's 15-year career in product management and digital technologies spans the head of data analytics in Halliburton digital solution, Principal digital production manager at GE Digital and Senior production manager at GE Oil&Gas from transforming digital technologies to new product development and its commercialization in financial service and energy businesses. She led the team to help businesses to increase productivity by more than LinkedIn: https://www.linkedin.com/in/wuyanyan/ ___ Thank you so much for checking out this episode of The Tech Trek, and we would appreciate it if you would take a minute to rate and review us on your favorite podcast player. Want to learn more about us? Head over at https://www.elevano.com Have questions or want to cover specific topics with our future guests? Please message me at https://www.linkedin.com/in/amirbormand (Amir Bormand)

LISTEN NOW!! Today on the podcast we have Patricia Vega, she is the founder and CEO of Quantum New Energy, a Climate-Tech company based in Houston. Before founding Quantum New Energy, Patricia worked for GE serving as Global President of the Evaluation & Optimization business, prior to that; she was the president of GE Oil & Gas Latin America and member of GE's Regional Board of Directors. Before GE, she worked for Halliburton and Baker Hughes having a progressive global career. Her career started as a field engineer with BP and Schlumberger. Patricia shares how her beginning struggles didn't define her or hold her back from chasing her dreams. While growing up Colombian her father created a curiosity in her, through a diverse range of books he would introduce to her. It wasn't till she started 1st grade that she found that she was different. She was left handed and the teachers did not approve. At the age of 4 she learned a foundational lesson that followed her throughout her career. Patricia had a desire to be a gypsy, this brought on a curiosity in her that created a place to explore. She talks about why this was important, not only in her personal life but in her career. We dive into being told “ no” can be a good thing and help you find your voice. When Patricia started studying Petroleum Engineering she became pregnant, in a very difficult time in her life. This was an unexpected circumstance that Patricia shares how she handled becoming a mother, while in college, in a school that had no idea how to handle the situation. Listen in to find out how she was able to pass her exam after just giving birth and prove that mothers can be Engineers. We talk about fear, doubt and in the moments where she felt she might fail what kept her going. Patricia shares with us the way she faces her fears through mentorship, a good support system and not allowing the thoughts in her mind to hold her back. She explains that every situation is tough no matter how successful someone is or seems to be. Things don't happen by wishing and hoping. Patricia had always had a vision for a Climate-Tech company, it wasn't until a recruiter told her, “ it sounds like you know exactly what you want, go do it”. Quantum New Energy was born. Listen in to find out the risk she took and how it ended up paying off! Come hang out with us:Download on Apple Podcast——>> ClickDownload on Spotify———>>ClickConnect with Maisy and Jamie:Connect with Massiel Diez: Instagram | LinkedInConnect with Jamie Elrod: Instagram | LinkedInFollow FTB on Instagram | LinkedInJoin FTB NationIf your interested in working with us, please contact : flippingthebarrel@gmail.com To find out more about our mid-roll audio sponsor TechnipFMC please visit: TechnipFMCTo find out more about our pre-roll audio sponsor Varel Energy Solutions please visit: Varel EnergyTo find out more about website sponsor Nextier Energy Solutions please visit: Nextier Oilfield Solutions

The Compliance Life details the journey to and in the role of a Chief Compliance Officer. How does one come to sit in the CCO chair? What are some of the skills a CCO needs to success navigate the compliance waters in any company? What are some of the top challenges CCOs have faced and how did they meet them? These questions and many others will be explored in this new podcast series. Over four episodes each month on The Compliance Life, I visit with one current or former CCO to explore their journey to the CCO chair. This month, my guest is Ellen Smith, who has sat in the chair of a Director of Trade Compliance.   In late 2013, Ellen met Jay Martin, CCO at Baker Hughes who convinced her to move to Baker Hughes to help rationalize and rebuild/rebrand the Trade Compliance Department. While at Baker, Ellen had the opportunity to rebuild the trade program 3 or 4 times. The first, when she joined Baker. A second time, when Baker was considering a possible merger with Halliburton. A third time after a merger with GE Oil & Gas as we were a GE company. The fourth and final time came after post separation from GE. The biggest change in this job was that Jay Martin had established a culture of compliance throughout the organization. Favorite adopted sayings ‘what you see is what you get' 'Arm-in-arm' Resources  Ellen Smith LinkedIn Profile Amalie Trade Compliance Consulting Learn more about your ad choices. Visit megaphone.fm/adchoices

Welcome to part two of my conversation with Baker Hughes President & CEO Lorenzo Simonelli on leadership & corporate culture in times of COVID-19. What you get: 00:00 - Challenges of company mergers 04:30 - Leadership & Mentorship 09:00 - How to lead and mentor using technology 11:15 - Long Term impact of COVID-19About Baker Hughes: Baker Hughes was born out of a 30 billion USD merger between GE Oil and Gas and Baker Hughes. The integration of 2 giants had its challenges, yet clear communication, vision and corporate mission, together with making all employees part of the integration process, resulted in the stable and flourishing business that Baker Hughes is today. According to Lorenzo, the Covid19 pandemic impacts the energy sector and potential investments into green technologies. The long-term energy solution lies with Hydrogen Fuel, however it's a step by step process firstly focusing on energy generated from gas. Baker Hughes focus on the technologies such as AI in order to increase energy efficiencies and reach targets for our world to become C02 neutral by 2050. Climate change costs the economy around 100 billion USD and about 200.00 human lives every single year. Website: http://bakerhughes.com YouTube: https://www.youtube.com/watch?v=BV9DAKs4_28 - - - Mentorit.TV Email: info@Mentorit.TV Website: http://www.principle.ch/#company Road Trip by Joakim Karud https://soundcloud.com/joakimkarud Music promoted by Audio Library https://youtu.be/vpssnpH_H4c

Welcome to part one of my conversation with Baker Hughes President & CEO Lorenzo Simonelli about how to stop climate change. What you get: 00:00 - Status Quo of the Energy Sector 04:40 - The role of Technology and Innovation in CO2 Reduction 08:05 Which Green technology will win the race 13:20 - Artificial Intelligence and Data Analytics in Green Energy 14:55 COVID-19 & Energy Investments About Baker Hughes: Baker Hughes was born out of a 30 billion USD merger between GE Oil and Gas and Baker Hughes. The integration of 2 giants had its challenges, yet clear communication, vision and corporate mission, together with making all employees part of the integration process, resulted in the stable and flourishing business that Baker Hughes is today. According to Lorenzo, the Covid19 pandemic impacts the energy sector and potential investments into green technologies. The long-term energy solution lies with Hydrogen Fuel, however it's a step by step process firstly focusing on energy generated from gas. Baker Hughes focus on the technologies such as AI in order to increase energy efficiencies and reach targets for our world to become C02 neutral by 2050. Climate change costs the economy around 100 billion USD and about 200.00 human lives every single year. Website: http://bakerhughes.com YouTube: https://www.youtube.com/watch?v=BV9DAKs4_28 - - - Mentorit.TV Email: info@Mentorit.TV Website: http://www.principle.ch/#company Road Trip by Joakim Karud https://soundcloud.com/joakimkarud Music promoted by Audio Library https://youtu.be/vpssnpH_H4c

Join me on "Powering Unique You" with Harry Elsinga, who shares four key points on what it means to be a Talent Champion.Harry held various HR executive leadership roles at GE since 1996 and from 2008 onward in the GE Oil & Gas CHRO role including the 2017 merger with Baker Hughes as CHRO until May 2020. He is now in transition as CHRO & Talent Champion advisor. Harry’s foundation is built on a broad global set of experiences with assignments in Hong Kong, Nigeria, India, Bangladesh, Italy, Belgium, the UK, and the USA.Topic: How To Become a Talent Champion

Stephanie Cathcart, Global Head of External Affairs, GE Oil & Gas, sits down Aaron Strout to discuss the multiple facets of B2B marketing. From crisis to comms to the importance of innovation, they discuss what it means to be an effective B2B communicator. Stephanie even recaps her experience working on a national political campaign. Plus you'll never guess Who is one of Stephanie's favorite bands. 

An important part of the job duties of any compliance practitioner is clearing red flags which might appear for a proposed third-party relationship during the due diligence process. It is mandatory that not only must all red flags be cleared but there also be evidence of the decision-making process to show to a regulator if one comes knocking. The Justice Department Evaluation of Corporate Compliance Program states under Prong 10 the following, “Real Actions and Consequences – Were red flags identified from the due diligence of the third parties involved in the misconduct and how were they resolved?” There is no set formula or guideline for clearing red flags or evaluating due diligence. One approach came from two compliance practitioners at GE Oil & Gas, Flora Francis and Andrew Baird made at the 2014 SCCE Utility and Energy Conference on GE’s third party risk management, where they described the process by which GE reviews the risks around each third party with which it does business.  Some of the factors which GE considers, when evaluating a third party, include the following:  Business Model: Do we need third parties to reach our customers or can we build the organization ourselves? In-house Capabilities: Do we already have the organization in place to handle these capabilities? Overlap: Do we already have a third party in the region/country that can handle our needs? Volume of Business: How much business will this third party bring to the company? Compliance Risk: Where is the third party located? Will they interact with government officials? Do they have same commitment to compliance? Regulatory Environment: Is it simple or strict? What are the chances of regulatory violations? Reputation: What is the third party’s reputation in the market?  GE takes this information and then break downs the risks down into low risk and high risk. A low risk received a limited review and analysis, while a high risk receives an escalated review and analysis consisting of the following reviews: compliance, legal, business leadership and finance. But more than simply the level of review, I was interested in the ‘Risk Score Drivers’ that GE has developed. Once again, the speakers emphasized that these are GE’s risk score drivers and have been developed over time through the company’s internal analysis and processes. Nevertheless I found them to be a very useful way to think about third party risk. The risk score drivers listed were:  Country channel where the third party is located in or where it sells into; Experience by the third party with the sales channel; Type of third party involved; agent, reseller, distributor; Commission rate, is it standard v. non-standard; Will any sub-third party relationships be involved; Will the third party sell to government entity or instrumentality; Do any of the third party’s principals, Officers or Agents work for a foreign government, state owned enterprise or political party; Was the third party mandated by customer or the end user; What is the third party’s contract duration; Is the third party involved in more than one project; Does the third party have any historical compliance issues; What is the percent of sales with products or services; and What is GE’s annual revenue with the third party?  GE compliance then takes these scoring factors and puts them into an evaluation matrix when determining the amount of risk involved and a Go/NoGo decision whether the company should move forward with a proposed third party.  One approach came from Randy Corley, Executive Vice President (EVP), Global Compliance Officer at Edelmen Inc. I found his questions to be very relevant when considering how far down the chain a company must go.  Step 1: How Much is Enough? Here your goal is to have a realistic process so that it can be effectively managed and still be of sufficient value for the business unit decision makers, who have the ultimate responsibility over the company’s third parties.  Step 2: How Deep Do We Dig? Here I think the question you should consider is how many tiers down you must go in managing your third parties? Clearly you should manage all direct counter-parties in the sales chain and those considered high-risk in the supply chain. Further, in the sales chain, I think you need to know directly if your business representatives are sub-contracting down your business representation, at least through one tier. On the supply chain, if a high-risk truly is a high-risk for bribery and corruption under your internal evaluation system, you should also consider digging down one tier.  Step 3: What Do You Need To Know? While with your first-tier relationships you may scope your review depending on your internal risk assessment and attendant risk ranking, your data collection down the chain may not need to be as robust. For counter-parties further down the chain than tier 2, a list of actual and beneficial owners, coupled with commitments to follow relevant anti-corruption legislation is needed. Such commitments should be secured through each tier’s contract with its counter-parties.  Step 4: What Did We Learn? If there is any information from which Red Flags appear, they must be cleared. If additional information is needed or points clarified, now is the time to do it and not wait until later in the process. Here I would rely on Jan Farley’s proscription not to stretch your compliance program too thin. Focus your training, communication and management on your direct counter-parties and communicate to them that your company expects them to manage their relationships with their direct counter-parties, which would include the clearing of any Red Flags that may have appeared.  Step 5: Then What? After you have made your decision you still need to manage the relationship. This will entail continuing compliance communications with your direct counter-parties on an ongoing basis. Preferably your business unit sponsor will do this but as the compliance practitioner, you should also be mindful of checking in from time-to-time with your third parties. As your compliance program matures, you also reach the point where you will need to consider auditing of your third parties from the compliance perspective. Finally, do not forget the three most important things about your FCPA compliance program: “Document, Document and Document” the entire process.  In the area of third parties, consider what risks you face in both your sales and supply chain. If there is a key player several tiers down the line who creates or builds a key component or delivers a critical service, you may want to put more management around that relationship from the compliance perspective. For anything below a tier 2; you may be able to manage your risks through having your direct tier 1 counter-party take the lead in managing such compliance risks. But make sure that the expectation is communicated to your direct counter-party so that if the government comes knocking you can show that not only did you contractually obligate your direct counter-party to do so but that you provided them the tools and training to do so. Finally, you will need to be able to show that your direct counter-party did so.  Three Key Takeaways There is no set formula for clearing of red flags or the evaluation of due diligence. Know when to say enough has been done. You must Document Document Document your evaluation of any red flags.  This month’s podcast series is sponsored by Opus. Opus helps free your business from the complexity and uncertainty of managing the risks associated with your customers, vendors, and third parties. By combining the most innovative Third-Party Risk Management and Know Your Customer Compliance SaaS platforms with unparalleled data solutions, Opus turns information into action so your business can thrive. Opus solutions include Hiperos ABAC accelerator, the leading platform for third party risk management. To learn more, go towww.opus.com.   Learn more about your ad choices. Visit megaphone.fm/adchoices

Whether you’re an enterprise or small business, the need to align your sales and marketing systems and processes must be a top priority as it was for Dana Nemec, Global Demand Generation Campaign Manager at GE Oil and Gas Digital Solutions. Dana shares her approach for planning and executing campaigns through a centralized demand center, while discussing the need to clean-up messy CRM data and duplicates to keep her Marketo and Salesforce CRM instance in sync. She also covers “the why” and ROI for having a lead development team sit within the marketing department and touches on GE's focus on persona development for 2017.

Harry Elsinga, Senior HRM of GE Oil & Gas, spent some time on the Crotonville campus as Leader in Residence and shared his thoughts on the value of ongoing learning, scaling your skills up, digital impacts in the HR space, and how the scope of leadership and what it means to means to be a leader is expanding.

Wood Group, Phillips 66, and GE Oil & Gas are hiring while Dover Artificial Lift goes after an HSE Director. Subscribe, Rate, & Review Click Play to Hear Episode #007: Oil and Gas HSE Jobs Click Play to Catch Up on the Six Five Episodes Positions Oil/Gas Production Operations Personnel, Wood Group, Houston, TX Projects [...] The post #007 Oil and Gas Careers Podcast: Oil and Gas HSE Jobs appeared first on Tribe Rocket Inc..

Mississippi State University Center for Entrepreneurship & Innovation

We look back at the big stories from across the four days of Offshore Europe 2015 in our special #OE15 podcast.

We look back at a busy day at Offshore Europe. All the big stories and latest news from a day of conflicting opinions on the North Sea.

Today included two new announcements by Aberdeen's Universities. RGU announced the signing of a Memorandum of Understanding with the Mexican Government - which allows a bigger and better oil and gas collaboration between the two. Aberdeen University also had an announcement, they are creating a brand new masters course to drive innovation. But the biggest talk of the day was new figures released by Oil and Gas UK, which revealed that 65 thousand jobs have been cut in the last year, due to the downturn. It was a shocking figure, but not unexpected for many. But Oil and Gas UK were keen to remain positive, saying that operating costs will be down by almost a quarter by the end of 2016.

The headlines and stories from the first day at Offshore Europe 2015. Proceedings kicked off this morning with Professor Brian Cox talking about inspiring the next generation. We caught up with him after his keynote speech.

We preview Offshore Europe 2015 with takes place 8th - 11th September at the GE Oil and Gas Arena, Aberdeen.

Live from the Gilded Balloon at Edinburgh's Fringe Festival, Greg gabs on Glenn Greenwald, George Duke and the GE Oil and Gas Arena.

In this week's International Dispute Negotiation podcast, the American Arbitration Association's general counsel, Eric Tuchmann, returns for his second visit, analyzing the Congressional push to ban mandatory consumer, employment and franchise arbitration. Initiatives to change arbitration practice were reintroduced last week. IDN host Mike McIlwrath, of GE Oil & Gas in Florence, Italy, sat down with Eric before the bills were reintroduced, and brings listeners up to date. Eric presciently predicts that certain language in the Arbitration Fairness Act won't survive - and indeed, one provision he found troubling in the earlier version of the bill was stricken in the new version that debuted last week. Find out what that change was, and what else may be altered before the Arbitration Fairness Act of 2009 comes up for votes.

This week, IDN host Mike McIlwrath takes on...his boss? Listen in on his discussion with Kenneth S. Resnick, vice president and general counsel of GE Oil & Gas in Florence, Italy. Ken and Mike cover the company's litigation and resolution challenges from the perspective of being a transnational corporation-a company, Mike says, that is global, but also operates as a localized entity in many places. The conversation runs from the large questions of managing risk in accordance with local dispute resolution practices and standards, to case management issues such as staffing and expertise. They also discuss in depth how the company deals with contract issues.