Newsletter | Volume 1

Issue I
Issue II
Issue III
Issue IV
Issue V
Issue VI
Issue VII
Issue VIII
Issue IX
Issue X
Issue XI
Issue XII
Issue XIII
Issue XIV
Issue XV
Issue XVI
Issue XVII
Issue XIX
Issue XX
Issue XXI
Issue XXII
Issue XXIV
Issue XXV
Issue XXVI

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The ABCD...Z of why you must attend the 10th annual European GRC Summit in London on the 28th and 29th September 2016

The 10th annual European GRC Summit will provide guidance on the right amount of due diligence on the GRC components to prevent or limit future corporate calamities. Each conference aims to avoid further distrust in the business and financial markets.

Most global companies have now established good governance, risk management, compliance and IT security (GRC) policies and procedures for several years. However, the continued lack of growth in the aftermath of the global financial and credit crisis, demands an update, or a 'second/third wave' of the GRC intelligence based on the new global structures. The right way to implement the update(s) is based on the GRC3 process based on the GRC components of Ethics and Integrity;
  • Activate in a stakeholder and customer focused approach to GRC issues
  • Build sustainable conduct metrics with a dynamic framework
  • Consistency and discipline in monitoring and addressing bad behaviour in global operations
  • Define the actual global and overall GRC conduct and what it should be for the business
  • Embed GRC metrics in processes that build transparency, responsibility and oversight
  • Form a coherent approach to managing conduct enterprise risk management on a global level
  • Guarantee that all 3rd parties are accountable for good compliance and conduct
  • Healthy and embedded structure is the key to the success of an ethical code-of-conduct
  • Important to articulate the GRC progress as well as the direction of the GRC journey
  • Journey starts by evidencing the GRC monitoring, reporting and communicating conduct risk
  • KPI's can raise ethics and culture so that good practice becomes the norm
  • Lift staff to act in the long-term interests of your organisation by treating your consumers fairly to achieve better customer loyalty
  • Measure monitor and report the qualitative and quantitative elements of GRC behaviour
  • Narrow the GRC training to enable staff to make the right GRC choice from product development to enhancing revenues and values
  • Outline the GRC objectives that are the key to success of the stakeholders and business
  • Promote good behaviour and provide incentives so that the proactive managers can make appropriate cultural changes
  • Quality is the key to all change management and monitoring of cultural behaviour that drives positive GRC outcomes
  • Responsibility of each firm to determine what good behavior means in the context of their own business and is, therefore, vital to get right. There is one-size-fits-all, and conduct risk will not stay static, so defining is key.
  • Safeguard that your corporate governance sets a clear tone from the top setting out core values and expectations
  • The GRC culture of any organisation drives the actions of management and staff.
  • Use and maintain high GRC standards, keep the staff motivated and engaged for outcomes delivered to all customers and stakeholders.
  • VW is a case where monitoring and GRC response was not embedded across all operations and levels
  • Working towards GRC superiority to secure a consistent approach to code-of-conduct and best practices.
  • Xenoculture to encourage staff diversity and equality to act with integrity obtaining good overall practices
  • Yield for valuable GRC projections for both stakeholders and regulators for monitoring and reporting processes
  • Zero tolerance on Bribery, Fraud and Corruption to achieve strong GRC consistency at all levels of the organisation