Advisory Channels Inc. - Ethics and Compliance
Advisory Channels Inc. - Ethics and Compliance
Governance Solution 1
Governance, Risk and Compliance
Governance Solution 1
Governance, Risk and Compliance
Governance and controls are needed at all levels of an institution. From a Leadership level the Board provides the governance needed to deal with major and key issues, risks, escalations and sign-offs for example service impairment or approval of budgets. A comprehensive Governance Framework facilitates implementation of a robust review mechanism and promotes transparency in decision making.
Code of Conduct and Ethics must reach far beyond minimum
Code of Conduct and Ethics must reach far beyond minimum
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"Reaching Heights"
Rick Lamanna - PwC Law
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Case Studies
Case Studies
Learnings
Learnings
Media, Advertising and Communication
Media, Advertising and Communication
Governance mechanisms for Management of Boards, Directors Roles and Responsibilities, Usage of specific committees for active management support, performing supervisory roles to ensure governance standards are met. Articulating vision, values and management principles.
Media, Advertising and Communications
Media, Advertising and Communications
Succession Planning for Governance - Establishment of a formalized method for succession, leadership pipeline, incentives and facets for effective governance.
Governance Solution 2
Formalization of Governance
Governance Solution 2
Formalization of Governance
Performance management at a Leadership level focuses on the Key Performance Indicators (KPIs) to manage the role of the Board within the corporate environment, as well as the use of other management information necessary to manage the institution itself. An empowered and transparent Corporate Governance Structure formalizes formalization review and monitoring mechanism
Board Needs Both A Process and Function
Board Needs Both A Process and Function
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"Substantive Role"
Ben Vandeputte - CEO Canada
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Governance Solution 3
Governance Structures
Governance Solution 3
Governance Structures
The Governance Protocols are compliant with Group standards with clear agreement of where local practices may be leveraged to enhance the effectiveness. Governance activities occur at several levels, including joint review boards, and service review meetings. This structure evolves once transition is completed and steady state is achieved in a transformational context. Management must have the executive freedom to drive the enterprise forward without undue restraints; and this freedom of management should be exercised within a framework of effective accountability.
Independence Must Be Real
Independence Must Be Real
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"Beyond Friendships"
S Satish - CFO - L & T Limited
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Governance Solution 4
Governance Performance Metrics
Governance Solution 4
Governance Performance Metrics
Clear articulation of KPIs for use externally to and internally within the institution. There is a clear de-lineation of what constitutes KPIs and Service Level Agreements (SLAs). Nature of ownership: whether family or promoter owned, share of small investors, FIs and Large Shareholders Nature of business, i.e. size and number of businesses, number of operating companies, if any, position of Group Corporate, if applicable.
Governance is not a delicate balance between right and wrong!
Governance is not a delicate balance between right and wrong!
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Soft skills trump technology knowledge in driving digital transformation.
"There is just One Right - "
Adhitya Srinivasan - DAA
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Governance Solution 5
Risk, Compliance Legal Requirements
Governance Solution 5
Risk, Compliance Legal Requirements
Mechanism for resource allocation and workflow management while ensuring service levels. Requirements of Company Act and other legal statutes, Securities Board and Stock Exchange listing norms
The framework needs to be supported by empowering the committees with power to seek, monitor, review, approve and direct operative and strategic actions.
The discipline of dealing with what is good and bad with moral duty and obligation.
The discipline of dealing with what is good and bad with moral duty and obligation.
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Content, structure and governance can be highly interdependent. Rule of Conscience and More, "
Raphael Amit and Christoph Zott - MIT SMR
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An Environment for Governance
An Environment for Governance
Trust
Mutuality
Inter - dependence
Helping
Collaboration
Self Renewing
Some types of work and decision making can be specified through policies, guidelines and rules that both guide behavior and limit freedom to make decisions and/or act.
A few examples:
Legal rules prescribe everything from lawful behavior to minimum wages
Risk management policies can govern types of investments, concentration limits, etc.
Human resource policies and guidelines guide behavior and narrow freedom to act in areas like compensation, human rights and ethical behavior
Sales and marketing policies can govern what qualifies as a target sales prospect
Procurement guidelines govern criteria for doing business with suppliers
Learning To Live With Values
Learning To Live With Values
We’ve loved every minute of our journey
We’ve loved every minute of our journey
A Way of Life
A Way of Life
Premium on performance
Organisation as “One”
Egalitarian styles
Inconspicuous people differentiation
System orientation
Technology management
Customer management
Point of View
Point of View
Vision: Ownership & Communication
Financial prudence in all actions
Project / Task Force / Deadlines are sacrosanct and must be retained
People are Corporate Resources and should be available for growth and development across the corporation
Value based, apolitical, non cynical management style
Listen with understanding
Review Process is NOT a Ritual
Review Process is NOT a Ritual
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"Form Versus Substance"
Nita Bhambhani - Bank of America
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