Newsletter | Volume 1

The 10th annual Nordic GRC and IT Security 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 (GRC) and IT security policies and procedures. 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 for added performance. At the 10th annual European GRC Summit in Copenhagen on the 15-16th March 2017 you get guidance on the right way to implement the update(s) builds 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
The responsibility of each firm to determine what good behaviour 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.
Vital corporate cases 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 firm GRC consistency at all levels of the organisation