1. Unified Governance Brian G Edmondson MIRM CEO netSurity

2. Governance RISK! LEGISLATION! SECURITY! REGULATION! STANDARDS

3. Unified Governance - Goals RISK! LEGISLATION! SECURITY! REGULATION! STANDARDS Engage governance in a cohesive way Create visibility (dashboard), for stakeholders and managers Underpinned by –Empowered Structure (responsibility with ability). –Accurate, timely and consistent process.

4. Typical Governance Practice

5. The Board Chairman CEO FD Comp. Sec COO HR R&D IT S&MNon Exec. FinOpsHRR&DITS.M. Typical Organisation OPPORTUNITIES Mergers Acquisitions Disposals New Customers New Investors New suppliers New products EXTERNAL CHANGES Environmental & Geographical Competition Political Changes Regulatory Changes Rival products ASSETS Cash Reserves Customers Staff Suppliers Intellectual Property Equipment Share value Reputation START WITH AN ORGANISATION STAKEHOLDERS Private Investors Institutional Investors Pensions Customer s Regulators

6. The Board Chairman CEO FD Comp. Sec COO HR R&D IT S&MNon Exec. FinOpsHRR&DITS.M. Typical Organisation OPPORTUNITIES Mergers Acquisitions Disposals New Customers New Investors New suppliers New products EXTERNAL CHANGES Environmental & Geographical Competition Political Changes Regulatory Changes Rival products ASSETS Cash Reserves Customers Staff Suppliers Intellectual Property Equipment Share value Reputation STAKEHOLDERS Private Investors Institutional Investors Pensions Customer s Regulators REGULATION! What is the impact of Regulatory Compliance? FSA, Sarbanes-Oxley, Basel II, Utility Companies, Telco. operating licenses, Pharmaceuticals, Sock Markets Heavy Fines, Loss of operating license

7. H&S, Companies Act, Employment law, Customs, Revenue, PAYE, EU laws, Consumer laws Heavy Fines, Jail The Board Chairman CEO FD Comp. Sec COO HR R&D IT S&MNon Exec. FinOpsHRR&DITS.M. Typical Organisation REGULATION! OPPORTUNITIES Mergers Acquisitions Disposals New Customers New Investors New suppliers New products EXTERNAL CHANGES Environmental & Geographical Competition Political Changes Regulatory Changes Rival products ASSETS Cash Reserves Customers Staff Suppliers Intellectual Property Equipment Share value Reputation STAKEHOLDERS Private Investors Institutional Investors Pensions Customer s Regulators What is the impact of Legislation? LEGISLATION!

8. STANDARDS The Board Chairman CEO FD Comp. Sec COO HR R&D IT S&MNon Exec. FinOpsHRR&DITS.M. Typical Organisation REGULATION! OPPORTUNITIES Mergers Acquisitions Disposals New Customers New Investors New suppliers New products EXTERNAL CHANGES Environmental & Geographical Competition Political Changes Regulatory Changes Rival products ASSETS Cash Reserves Customers Staff Suppliers Intellectual Property Equipment Share value Reputation STAKEHOLDERS Private Investors Institutional Investors Pensions Customer s Regulators What is the impact of Standards? LEGISLATION! Quality, Security, Accounting, HR, industry best practice, Risk management Less profit, higher costs

9. STANDARDS The Board Chairman CEO FD Comp. Sec COO HR R&D IT S&MNon Exec. FinOpsHRR&DITS.M. Typical Organisation REGULATION! OPPORTUNITIES Mergers Acquisitions Disposals New Customers New Investors New suppliers New products EXTERNAL CHANGES Environmental & Geographical Competition Political Changes Regulatory Changes Rival products ASSETS Cash Reserves Customers Staff Suppliers Intellectual Property Equipment Share value Reputation STAKEHOLDERS Private Investors Institutional Investors Pensions Customer s Regulators What is the impact of Risk? LEGISLATION! RISK

10. STANDARDS The Board Chairman CEO FD Comp. Sec COO HR R&D IT S&MNon Exec. FinOpsHRR&DITS.M. Typical Organisation REGULATION! OPPORTUNITIES Mergers Acquisitions Disposals New Customers New Investors New suppliers New products EXTERNAL CHANGES Environmental & Geographical Competition Political Changes Regulatory Changes Rival products ASSETS Cash Reserves Customers Staff Suppliers Intellectual Property Equipment Share value Reputation STAKEHOLDERS Private Investors Institutional Investors Pensions Customer s Regulators Point Solutions deployed! LEGISLATION! RISK

11. Why do organisations still survive? Point solutions work. Diligent staff don’t wait for formal process. Large organisations able to absorb impacts. Can ‘throw’ money at the problem. Generally good at business they do.

12. Is survival good enough for your organisation’s future? Point solutions are expensive difficult to maintain. Uncontrolled, irregular data sources may compromise company integrity. Why absorb impacts when you can avoid them. Why continue to ‘throw’ money at problems you can solve more effectively? If you don’t improve, you can be sure your competitors will.

13. 5 Steps to Unified Governance 1.Recognise the problem exists. 2.Assess the scale and scope of the problem. 3.Put in place structure to manage it. 4.Deploy tools and integrate solutions 5.Make information visible to those who need it. (Concise, accurate, up to date)

14. STANDARDS The Board Chairman CEO FD Comp. Sec COO HR R&D IT S&MNon Exec. FinOpsHRR&DITS.M. Typical Organisation REGULATION! OPPORTUNITIES Mergers Acquisitions Disposals New Customers New Investors New suppliers New products EXTERNAL CHANGES Environmental & Geographical Competition Political Changes Regulatory Changes Rival products ASSETS Cash Reserves Customers Staff Suppliers Intellectual Property Equipment Share value Reputation STAKEHOLDERS Private Investors Institutional Investors Pensions Customer s Regulators Unified Governance Solution LEGISLATION! RISK

15. Unified Governance Q & A Brian Edmondson CEO MIRM