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Governance, Risk & Compliance An Integrated Framework

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1 Governance, Risk & Compliance An Integrated Framework
People, Processes & Platform Dr Neil Dodgson Director Risk and Compliance Solutions EMEA Financial Services

2 Safe Harbor Statement The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decision. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle.

3 Why Bother?

4 Governance, Risk, and Compliance (GRC) At-a-Glance
Set and evaluate performance against objectives Authorize business strategy & model to achieve objectives Culture Establish an organizational climate and individual mindset that promotes trust, integrity, and accountability Governance Culture Risk Management Identify, assess, and address potential obstacles to achieving objectives Identify / address violation of mandated and voluntary boundaries Risk Compliance Compliance Encourage / require compliance with established policies and boundaries Detect non-compliance and respond accordingly Key Message: Governance, risk and compliance management should be viewed as related functions, with common activities, that are best approached in a comprehensive and integrated fashion. We can go through and define the individual components of GRC further. Governance authorizes the strategic directives for an organization to follow. Risk management assesses the areas of exposure and potential impacts. And Compliance is the tactical action to mitigate risk. The essential takeaway though is that governance, risk and compliance management should be viewed as related functions, with common activities, that are best approached in a comprehensive and integrated fashion. Common information, processes and systems can be leveraged to help address all three functions, so that they no longer lead separate “lives” within the company. At its essence, GRC can and should help to overcome the cost and risk of silos – whether these are organizational, functional, or process silos. Source: Open Compliance and Ethics Group

5 Good GRC is Good Business: Reputational & Strategic Risk Executives Seek Returns from GRC Investment
Source: Lord & Benoit, 2006 Share-price performance of companies complying with SOX rules 28% 26% 6% Control weakness in 2004, but none in 2005 No control weaknesses in Reported control weakness Price of control deficiency for $1 billion company Source: University of Wisconsin, 2006 $10 million in higher cost of equity capital Savings on legal liability avoidance from GRC investment Source: General Counsel Roundtable, 2006 Spending on Compliance Savings on Lower Legal Liability $1 $5 # of GRC projects Ad hoc Approach Platform Approach Resources for innovation Opportunity cost of siloed GRC Cost of GRC Key Message: GRC Drives Principled Performance There is no doubt that organizations are very concerned about the cost of compliance. Research from the industry analyst AMR estimates that spending on compliance will total $27 billion, and efforts by regulatory bodies to simplify and provide further guidance to organizations attests to the continuing outcry to contain costs. In light of this focus on cost containment, is it even practical to talk about gaining returns from a GRC investment? The answer is yes. As the Open Compliance and Ethics Group elegantly states, the whole point of GRC is to drive “principled performance”. A recent study conducted by the consulting firm Lord & Benoit revealed that companies that reported a clean bill of health with respect to financial reporting saw their share-price performance increase by 28%. In contrast, those companies that had ongoing violations saw their share prices drop by 6%. Perhaps the most interesting finding however, is in the second column, that shows that companies can recover – if they fixed control violations in year 2, their performance also improved by 26%. Another way to look at the benefits of overall good GRC is in the cost of borrowing. A recent study from the University of Wisconsin shows that companies reporting internal control deficiencies have an increased risk of misstating their financials, which causes the cost of equity to increase by about 1 percent. For a company with a market capitalization of $1 billion, a 1 percent increase in capital cost would be equivalent to a $10 million movement. Looking from the perspective of legal liability, there are concrete returns to be had from compliance spending. Research from the General Counsel Roundtable finds that each additional dollar of compliance spending saves an organization, on average, $5.21 in improved avoidance of legal liabilities, harm to the organization’s reputation and lost productivity. Finally, while an ad-hoc, or as some would call it “fig-leaf” approach to GRC, may initially cost less, over time as the number and complexity of GRC requirements increase, a project by project approach will invariably cost more than a platform approach which addresses multiple requirements simultaneously. Lord & Benoit Study: University of Wisconsin Study: General Counsel Roundtable:

6 What Are the GRC Management Challenges? Enterprise-Wide Responsibility
CFO / VP of Finance Chief Compliance Officer (CCO) Chief Risk Officer (CRO) CIO CEO Increasing efficiency & consistency of compliance processes Reducing fees & regulatory actions by reducing compliance violations Planning and oversight of compliance management resources Identifying and implementing optimal detective & preventive controls Reducing the total cost of GRC Timely notification of control issues, material weaknesses and violations Accurate & comprehensive information on financial results, compliance and audit Balancing the range of enterprise risks Evaluating business requirements and technical risk capabilities Reducing organizational cost of risk exposure and cost of mitigation or acceptance Ensuring Auditable, secure information Automating GRC information management Eliminating multiple internal GRC solutions Implementing IT platform for GRC standardization, simplification & security Creating transparency in risk management processes is essential to helping organizations build trust and control performance volatility. Yet delivering this transparency requires more than a framework. Companies need leadership that can manage risk across business units and integrate financial techniques with organizational best practices. Many enterprises have established an executive position to handle this challenge: the Chief Risk Officer (CRO). In this emerging role, the CRO must weigh business requirements against technical capabilities, balance a range of risk portfolios, and compare the cost of risk exposure against the cost of mitigation or acceptance. Responsibilities of the compliance Program Management Office and chief compliance and governance officers are expanding to oversight of the processes developed in enterprise risk management. Compliance and corporate governance needs are driving organizational changes and reskilling. Board members and senior executives are demanding better “control” over more timely corporate information throughout their organization.

7 Risk & Compliance Officers
What Keeps You Awake at Night? DATA Prison

8 GRC Requirements and Complexity Increase Across the Map
Records Retention IT Governance Financial Reporting Compliance Workforce Governance Data Privacy Audit Management Credit Risk Mgmt Market Risk Mgmt Operational Risk Mgmt Strategic Alignment Legal Discovery Supply Chain Traceability Service Level Compliance Service Finance Sales & Mktg Purchasing Suppliers Customers Engineering SOX JSOX FDA Basel II EU Directives HIPAA GLBA U.S. Germany Japan U.K. France China Canada India Manufacturing Apps Server Data Warehouse Database Mainframes Enterprise Applications Mobile Devices

9 Traditional Approach????

10 Integrated Risk & Compliance Framework
Capital Management/Basel II/Solvency II/BI Dashboards RAPM Economic Capital Risk Management HR Market Credit Operational ALM Learning Management Loss Internal Controls & SOX Actions Process Mapping RCSA KRI / KCI Documentation Monitoring & Compliance AML Fraud KYC/CDD MiFID Financial Control & Reporting Core Financials Budgeting & Planning BI Enterprise Content Management Records Management Legal Discovery Change Management COBIT:Security, Identity & Data Management Encryption Audit Segregation of Duties Identity Mgmt Master Data Data Warehousing BPEL Workflow Management

11 Governance, Risk & Compliance
People Know Your Employee

12 Foster a Culture of Ethics and Excellence with Workforce Governance
Self-Paced Employee Learning Ensure employees understand regulations and policies in most time- and cost-effective manner Prove employee acknowledgment of accountability Trust single source of authoritative information for policy and procedure reference <Business Driver> Federal sentencing guidelines in the U.S. and corporate governance practices in the EU outline the importance of training all company employees on critical compliance and ethics standards. If we think back to the OCEG diagram for GRC, that essential concept of a culture for compliance is the essence of workforce governance. <Need> Global organizations need to deliver standardized and up-to-date training on a variety of concerns where a heightened risk of improper conduct exist. These areas include for example, vendor relations, intellectual property, revenue recognition, sexual harassment, and so on. Companies must prove that employees have undertaken the training and demonstrate adequate understanding. <Oracle’s Solution> Oracle’s enterprise-wide learning management system delivers targeted seminars, courses, and tests to employees online and on-demand. In this way, companies can significantly reduce training costs, ensure that staff are adequately and consistently trained in the latest GRC requirements, and monitor the results of the training. For example, if there is an area where employees consistently score low in terms of understanding, perhaps the policy needs to be simplified or the training material needs to be improved. With Oracle’s learning management system and policy and procedure portal, this insight can be fed back into the Compliance and Ethics Program Group for further optimization. Moreover, records showing employee sign-off on training programs provide evidence of employee acknowledgment and accountability. Central Policy & Procedure Portal

13 Governance, Risk & Compliance

14 A Holistic GRC framework for:
SOX requires Identification of Risks and the management of Controls thru Assessments RCSA - Operational Risk requires the Identification of Risks and the management of Controls thru Self Assessments MiFID and RegNMS require Client Suitability and Transaction Surveillance AML requires KYC and Transaction Surveillance Fraud Detection Requires both Transaction Monitoring and Risk & Control Self Assessment A Common Process understanding for Compliance and Operational Risk would be a first step to GRC convergence 14

15 GRC framework: Converging Requirements
AML MiFiD RegNMS KYC COBIT Info Security Audit Internal Controls Basel OR- AMA Analytics & Reporting Capital Calculations Attestations Action Planning Case Management Behavior Detection Controls Testing RCSA KRI Events Management Process Maps, Reference Data, Oversight Library GRC Infrastructure GRC Framework

16 Recent Incidents and possible lessons learned
Identifies the need for an independent Compliance monitoring system that can detect suspicious or irregular activity among all trades and orders in the organization. Identifies danger of using in-house systems for Compliance monitoring Identifies lack of adequate Surveillance and Behaviour Pattern Detection. Good Risk management DOES NOT Equal Good COMPLIANCE Identifies an ongoing need for Operational Risk to be more closely monitored and enforced within the financial organizations. Near-Real-Time alert generation of potentially fraudulent behaviours, irregular behaviours, excessively large positions, and other suspicious patterns An holistic view across all areas is required to provide transparency across multiple-asset classes and jurisdictions to avoid hidden P&L Integrated GRC systems 16

17 The Police : Behaviour Detection Platform Overview
Reports & Analytical Tools Compliance Monitoring CONFLICTS OF INTEREST BEST EXECUTION TRADE TRANSPARENCY Case Mgmt Alert Management Data Model & Behavior Detection Data Ingestion

18 One Implementation Solves Many Problems
Change In Behaviour High Risk Instructions Wash Trades Improvement Price Possible CTR Hidden Networks Rapid Mvt Structuring Network of Acco High Risk Geo Sanctions List Insider Trading Painting the Tape Parking ATM Fraud Abusive Squeezes Trading Ahead Jrnls Btwn Unrel. 300+ n ENTERPRISE SURVEILLANCE Fraud and Identity Theft Trading Compl. AML OpRisk Key Indicators Broker Surveillance Customer Cross Sales Investment Manager Surveillance Best Ex Cust Suitabi. BEHAVIOR DETECTION PLATFORM Behavior Detection Engines Financial Services Data Model (FSDM) Workflow Manager Scenario Development Toolkit Data Ingestion Global Retail Banking Corresp. Banking Global Private Banking Global Fixed Income Global Capital Markets MBS Retail Brokerage Asset Mgmt Global Instl Brokerage Global Liquidity Global Wholesale Integrated behavior detection solution

19 Enterprise Risk,Compliance & Performance Management
Databases BI Dashboards Analytics Server Profitability / Risk Engine Data Warehouse Managing Risk, Performance & Profitability Across the Enterprise Profitability Performance Risk Management Compliance Example: SBA integration into OFSA to enable end to end customer profitability Multi Dimensional Profitability Customer Profitability Available to Front Office Product and Branch Profitability Activity Based Costing Transfer Pricing Planning & Budgeting Performance Scorecards Operational Cost Analysis Risk Adjusted Performance Mgmt Risk Assessment/ Quantification Credit, Market & Operational Risk Complete & Transparent Audit Trail Asset/Liability Mgmt Regulatory Compliance Basel II SOX Anti-Money Laundering Regulatory Reporting Internal Controls Manager

20 COMPANY OVERVIEW Fifth largest bank holding company in the US, based on assets under mgmt Third-largest U.S. full-service brokerage firm, based on client assets under mgmt $700 million in managed assets 110,000 employees CUSTOMER PERSPECTIVE "We have been extremely impressed with the ability to bring data together from disparate sources and make it easy to access and leverage across the organization.” Brian Collins, Technical Sponsor CHALLENGES / OPPORTUNITIES Lack of a centralized view of Investment Bank Deposit, Loans, Product Fees, and Sales GRC-related data from multiple, non-integrated data sources & applications Time-consuming and labor-intensive core data management Poor data quality and inadequate user satisfaction RESULTS Delivered role-based access to multiple data sources for Fixed Income, Treasury, and Investment Banking in 100 days Provided over 300 key performance, risk and compliance metrics on a consolidated, real-time dashboard Saved up to 80 hours each month with Automated Variance Analysis Expects to increase cross sell and up sell revenue by 75% SOLUTIONS Business Intelligence (Analytics) Reveleus Basel II

21 Customer Example Tier 2 Regional Bank, within US Top 25, 321 branches
Executive Dashboard Products Top Bottom Reporting Scorecard RAROC Profitability Transactions Role based dashboards driving insight from robust detail account level data containing statistical information, revenue, expense and derived calculations from a single source


23 Liquidity Risk Analytics

24 Compliance Alerts: Fraud, Rogue Trader, Market Abuse, AML

25 Governance, Risk & Compliance

26 <Insert Picture Here>
Richard Thomas Information Commissioner Information Commissioners Office "Business and public sector leaders must take their data protection obligations more seriously… privacy must be given more priority in every UK boardroom. Organisations that fail to process personal information in line with the Principles of the Data Protection Act not only risk enforcement action by the ICO, they also risk losing the trust of their customers." How can laptops holding details of customer accounts be used away from the office without strong encryption? How can millions of store cards fall into the wrong hands? How can online recruitment allow applicants to see each others’ forms? How can any bank chief executive face customers and shareholders and admit that loan rejections, health insurance applications, credit cards and bank statements can be found, unsecured in non-confidential waste bags?

27 Information Risk Continues Unabated Information Security Becomes Part of Overarching GRC Strategy
50% of 1,000 executives polled said information technology is the most challenging area in achieving Sarbanes-Oxley 404 compliance Source: KPMG 404 Institute, 2006 Key Message: There can be no accountability and integrity without information security The second key driver that we’ve heard from customers with regards to GRC is in the area of information security. It’s probably safe to say that you or one of your friends and family has been a victim of a breach in information security. In my case for example, a laptop was stolen from the program office of my graduate school. That laptop contained unencrypted and sensitive information for all the students, including social security numbers, and as a consequence, I had to call all of my credit card companies and place a security alert for potential identity theft which lasted several months. As one can imagine, the damage to the brand and reputation of an organization that suffers such a control failure, can be irreparable in terms of irate customers, patients, and constituents. Because of this, CIOs and CISOs (Chief Information Security Officers) now consider that the governance of security is part and parcel of a coherent risk management strategy. After all, how can you have accountability and integrity without information security?

28 Key GRC Foundation Components
Data Classification, Categorisation & Security How customers’ use Oracle Label Security assign and protect sensitive or high risk data categories How this can be extended to cater for non-oracle structured data Identity & Access Management How customers use Oracle Identity Manager, Oracle Access Manager, Oracle Risk Based Authentication and Oracle Role Manager, to attest, manage, control, provision and de-provision access to systems and data Segregation of Duties Controls How customers use Oracle database Vault to protect high risk data from the insider threat Audit Controls How customer use Oracle Audit Vault to ‘trust but verify’ access and changes to key data items

29 Integrated Risk & Compliance Framework
Capital Management/Basel II/Solvency II/BI Dashboards RAPM Economic Capital Risk Management HR Market Credit Operational ALM Learning Management Loss Internal Controls & SOX Actions Process Mapping RCSA KRI / KCI Documentation Monitoring & Compliance AML Fraud KYC/CDD Trading Financial Control & Reporting Core Financials Budgeting & Planning BI Enterprise Content Management Records Management Legal Discovery Change Management COBIT:Security, Identity & Data Management Encryption Audit Segregation of Duties Identity Mgmt Master Data Data Vault BPEL Workflow Management

30 C Level Objective

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