Agenda Day 2, April 16, 2021: (see Agenda Day 1) (back to GRC EMEA Event Summary)
09.00 – Opening Address from the Chair
09.15 – Develop GRC or Compliance Culture Training and Communication Programmes
• GRC should be treated as a “brand” to be promoted internally
• Recognising that many corporate staff involved in manual processes may not have access to the intranet and GRC programmme
• Using ‘tone from the middle’ as middle management have more direct employee engagement for embedding GRC standards and seeing issues/risks
• Explaining the added value of GRC to the individual employees
Shehan Goonewardene, GRC Lead, Senior Global Controller, Maersk Logistics and Services
10.00 – Managing Behavioral Risks Improves Business Effectiveness
• How does ING implement behavioral risk analysis to assess cultural risk
• Examples of behavioral deep-dives and follow-up approaches
• Improving cooperation and improving results
Mirea Raaijmakers, Global Head Behavioural Risk Management, ING Bank
10.45 – Virtual Coffee and Networking
• Private Smaller Meetings at Virtual Roundtables and 1-to-1 Meetings
• Meetings with Event Partners at their Virtual Tables
11.15 – How Can We Change Behavior Sustainably to Create a Reliable Control Environment and How can We Benchmark This on the Market
• With all the tools, policies and matrices the last step is to achieve compliant behavior. What we see is that businesses that are compliant (read management) seem to go off road with all situational changes, new rules, ERP implementations and economic head wind. How can we design a structure to keep them compliant in a sustainable way?
• How can corporates monitor the external environment and adapt to new requirements quickly if necessary? Today the lead time between new acts, rules and directions and applying those into a compliant business environment takes years sometimes even decades. How can we design a structure to quickly adapt changes, be compliant and eventually get a competitive advantage from it?
• If we are able to meet criteria 1 and 2 how can we measure this? And if we are able to measure this how can we objectively compare this to peers in the market? Compliance is typically a cost that organizations want to manage to a minimum.
Peter Konings, Director Finance Governance, Risk & Compliance, Johnson Controls
12.00 – What an Audit Committee Expects from GRC Functions and Internal Audit
• The role of the Audit Committee in Corporate Governance
• Must have GRC provisions in an Audit Committee charter
• Audit committee oversight of Enterprise Risk Management
• Internal Audit – a vital tool of the Audit Committee
• How to arrive at a valued Statement on Internal Control
Koen Albers, Audit Committee Member, GAC OISZ and VDAB
12.45 – Transformation of a Compliance Function
• What drives change in a Compliance function
• An example of how to manage a transformation program – how we did at Zurich Insurance Company Ltd
• How integrated assurance plays a key role for maturity of the control environment
Heidi Mosbek, Head of Group Compliance Operation & Assurance, Zurich Insurance
13.30 – Lunch Break
14.30 - Dynamic Risk Governance
Fiona McPheat, Director of Enterprise Risk Management, Telia Company
15.30 – A Strong Enterprise Risk Management (ERM) Strategy for the Current Times
• How to foster and implement digitization across all assurance functions with a deep dive into audit
• Successful ERM requires a top down and bottom up concept
• Culture as the key success factor for a functioning Assurance environment
Peggy Bächli, Head CEO Office and Group Strategy, elipsLife (Swiss Re)
16.15 - Closing Remarks from the Chair and End of Forum