1 Extended Enterprise Risk Management Driving performance through the extended enterprise October 2015
2 A network within a network The Extended Enterprise is the concept that an organization does not operate in isolation, because its success is dependent upon a complex network of third-party relationships. Illustrative example of the extended enterprise 2 Extended enterprise risk management Driving value through the extended enterprise Copyright 2015 Deloitte Development LLC. All rights reserved.
3 Key risks in the network 1 Loss of reputation Risk to the reputation of the organization from the use of third party relationships due to a myriad of reasons including misuse of intellectual property; poor product quality; lack of compliance to human rights and environmental regulations, etc. 2 Supply chain disruption Key third party business disruption due to bankruptcy, geo political issues, macro risks etc. can result in supply chain disruption Data risk Loss, misuse or mishandling of critical data of the organization or its customers by a third party relationship can result in financial loss; hefty fines and decrease in shareholder value Product recall Poor product quality, safety issues or faulty packaging by third parties can lead to product recalls resulting in recall costs, lawsuits from consumers, increased costs from settlements, and lost revenue from missed sales opportunities Financial impact Financial loss from under-reporting of revenue from licensees, royalty partners, distributors, franchisees etc. and over-payments for services from third party relationships Lack of compliance Third party acts corruptly to gain business advantage for organization resulting in hefty fines or is not in compliance to Environment, Conflict Minerals, Health and Safety, Labor Rights etc. regulations Extended Enterprise Sell side Buy side Infrastructure 7 Poor Performance Lack of sustained performance from third party relationships resulting in costly mistakes, over allocation of capital to oversee relationship and defeating the purpose of outsourcing strategy 3 Extended enterprise risk management Driving value through the extended enterprise Copyright 2015 Deloitte Development LLC. All rights reserved.
4 Broad spectrum of third party risk 1 An outsourced vendor for transaction processing decides to exit the business and provides little notice or transitional support An important distributor does not provide the amount of prime shelf space that had been agreed upon and instead leads with a competitor s product A contracted supplier does not deliver merchandise on-time, thus disappointing customers and damaging the company s brand reputation A critical vendor takes on more new accounts than it can handle, degrading service levels and disrupting processes Extended Enterprise - Example scenarios where business objectives / reputation may be impacted 5 Several franchisees do not spend advertising dollars as instructed, resulting in a poor consumer response to holiday promotions. 4 Extended enterprise risk management Driving value through the extended enterprise Copyright 2015 Deloitte Development LLC. All rights reserved.
5 Opposing objectives of entity and associated third parties Cost Business entity wants to obtain the services at the least cost VS third party objective may be to maximize profitability through high price to cost ratio. Service levels/quality Business entity aims at aggressive service level definitions, inclusive of adequate compensation in case of failure VS Third party aims at minimal service level definitions, with least possible give back. Service termination Business entity would prefer an agreement with ease of contractual termination VS Third party would aim at a lengthy, and relatively difficult process of service relationship termination. Key criteria to be monitored Reliability Availability Operational Readiness Security 5 Extended enterprise risk management Driving value through the extended enterprise Copyright 2015 Deloitte Development LLC. All rights reserved.
6 Driving performance and controlling risk The Extended Enterprise is integral to the cost expended and revenue generated by your organization, putting it in the position to fuel or inhibit a variety of business benefits. Sell side infrastructure Buy side The Extended Enterprise is central to key cost and revenue drivers in your business Partnerships Facilities management Technology Human resources Legal Customer support Sourcing End Customers Distribution and Sales Channels Your Organization Assorted Vendors Manage these vital relationships effectively to drive performance Leverage key benefits Product or service innovation Expand and gain entry to new markets Access to talent Access to advanced technologies Continue focusing on core business processes Be aware of the risks (illustrative risks) Financial: Revenue leakage and increased costs Business continuity: Service interruption Reputation: Reduced brand perception Operational: Decreased control over operational processes/service levels Strategic: Misalignment to organization s strategic objectives Cyber: Poor data security due to reliance on third party safeguards Compliance: Business interruption and hefty fines due to lack of regulatory compliance by third party Drive performance Increase revenue Minimize costs Enhance value derived from third-party relationships 6 Extended enterprise risk management Driving value through the extended enterprise Copyright 2015 Deloitte Development LLC. All rights reserved.
7 Management challenges There are several challenges with managing the Extended Enterprise. The findings from Deloitte's 2014 outsourcing & insourcing survey, which had representation from twenty two industry sectors is telling: How would you rate your extended enterprise management capabilities? Percentage of respondents who rate themselves above average * Deloitte's 2014 global outsourcing and insourcing survey 7 Extended enterprise risk management Driving value through the extended enterprise Copyright 2015 Deloitte Development LLC. All rights reserved.
8 Management challenges Management challenges could be both internal and external. Some of the key challenges and questions we are hearing in the marketplace regarding the Extended Enterprise include: Where are the breakpoints in our third party relationships? How do we assess and stay ahead of them? How do we bridge the gap between those in the business and our compliance and risk staff? How can we turn this program into one that evaluates value and does so on a recurring basis? Creating an agile and flexible governance model Driving performance Using data and analytics to make informed decisions What tools and technologies should we leverage to make informed decisions about our third party relationships? What data do we already have access to? What should we be monitoring and analyzing to make real time decisions? Navigating events that shape the extended enterprise How do we determine whether to outsource or insource, build or buy? What delivery models should we take advantage of? How will evolving technologies, market trends, or disruptive forces present opportunities and challenges to our third party relationships? Managing relationships, compliance, and regulation How do we keep up with the emerging regulatory requirements? Are our third parties keeping up? How do we ensure that appropriate contracts are in place with third parties, that they are meeting expectations, and complying with contractual commitments? 8 Extended enterprise risk management Driving value through the extended enterprise Copyright 2015 Deloitte Development LLC. All rights reserved.
9 A holistic approach The Extended Enterprise management operating model presents a holistic approach to managing third-party relationships at various life cycle stages, while considering business objectives and risk domains across your Extended Enterprise. Business objectives Growth/innovation Client experience Cost reduction Improved time to market Risk and compliance management Risk domains Contractual risk Business continuity risk Financial risk risk Operations risk Credit risk Reputation risk Compliance / Legal risk Geopolitical risk Cyber risk Strategic risk Intellectual Property risk Quality risk Operating model components Governance and oversight The operating model, committees, and roles and responsibilities for managing the extended enterprise Risk culture Tone at the top, clarity on risk appetite, appropriate training and awareness to promote positive risk culture Policies Policies and and standards standards Management s Policies and standards expectations to govern of expectations standards and and manage processes the to third be used, party to manage lifecycle, the extended processes enterprise and and related its related risks risks Management processes Processes to manage risks and improve performance across the thirdparty lifecycle Tools and technology Use of tools and technology, predictive and risk analytics that enhance extended enterprise risk management processes Risk metrics and dashboard Use of internal and external data to measure and visualize risks and performance of extended enterprise, tailored towards multiple levels of management Third-party relationship lifecycle Third-party relationships Plan, evaluate and select Contract and on-board Manage and monitor Terminate and off-board Sell side Infrastructure Buy side 9 Extended enterprise risk management Driving value through the extended enterprise Copyright 2015 Deloitte Development LLC. All rights reserved.
10 Three lines of defense A well-structured risk management approach incorporating the three lines of defense helps the organization achieve efficiency and enables the right level of management involvement based on the Extended Enterprise s risk and performance impact to the organization. Board: Is aware of the sourcing strategy and risk the strategy brings, and confirms that the risk is sufficiently managed Second line of defense: Centralized extended enterprise risk management governance program that Establishes and enforces policies/processes to ensure that third parties are managed consistently by the business Supports the business through provision of tools and templates to enable standard practices and reporting Performs independent monitoring, and evaluation of performance and compliance Oversees the program broadly across the enterprise to ensure that it is in line with strategy and the appropriate extended enterprise risks are being managed at an enterprise and geographic level Organization First line of defense: Business unit Owns the third party relationship and is accountable for managing the risk in alignment with policies and procedures Third line of defense: Internal Audit Robust internal audit program aligned to the most critical extended enterprise risks and controls and performs independent assessments 10 Extended enterprise risk management Driving value through the extended enterprise Copyright 2015 Deloitte Development LLC. All rights reserved.
11 Role of Internal Audit Internal Audit has a special role, since the primary customer of Internal Audit team is the entity charged with oversight of management activities, there is organizational Independence. The IA also being close to the day to day business can aid in drafting a Robust, Objective and Independent Audit program addressing the risks arising from Extended Enterprise. Corporate governance (as it drives policies, processes and structures used by organization to direct activities, achieve organizational objectives and stakeholder interest protection) is a key aspect in addressing / mitigating/controlling risks arising from the extended enterprise. Internal Audit is one of the 4 pillars of Corporate governance, the other 3 being Board of Directors, Management and External Auditors. Chief Audit Executive (CAE) as part of the Senior management, may participate in reporting on any significant risks the organization faces to the Audit Committee, or ensure management reporting is effective for that purpose inclusive of any risks / potential issues pertaining to third parties. Participating & contributing in conversations such as a) Does the entity have a complete inventory of all existing relationships and agreements? b) has risk assessment been performed for each relationship? c) ownership and accountability of compliance for existing relationships? d) Entity controls to ensure reporting related to / from third parties is accurate? e) do existing SLAs address the key risks associated with relationships? 11 Extended enterprise risk management Driving value through the extended enterprise Copyright 2015 Deloitte Development LLC. All rights reserved.
12 Role of Internal Audit Repeatable audit program Step - 1 Establish an audit program to evaluate third party relationships. Defining the objective and scope of the audit. Step - 2 Third Party Management Interview key mgmt. personnel to identify highrisk third party relationships. Step 3 Risk assessment and planning - For the key third party relationships identified in step #2, assess mgmt. s level of planning & risk assessment Step 4 Vendor due Diligence For key third party relationship identified in step #2, assess mgmt. s level of due diligence. Did mgmt. perform an investigation of third party vendor prior to entering into the relationship Step - 5 Risk Measurement, Monitoring and control Document mgmt. s processes in place for ongoing monitoring of third party. Mgmt. should establish ongoing expectations and limitations, compare program performance to expectations and ensure all parties to the arrangement are fulfilling their responsibilities. 12 Extended enterprise risk management Driving value through the extended enterprise Copyright 2015 Deloitte Development LLC. All rights reserved.
13 Role of Internal Audit Repeatable audit program Business Expectations What needs of the business is the third party expected to fill? Importance of the relationship how critical is the relationship of the third party to the business entity? Risk Assessment and Planning Staff expertise are there individuals within the business entity who can perform the services, in case the risk of working with the third party proves greater than the business would like? Is staff trained to monitor the third party service delivery? Cost Benefit Relationship Does the potential benefits from the relation outweigh the risks or associated costs? Exit Strategy If the relationship goes poorly, can the business entity withdraw from the relation, with minimal impact? 13 Extended enterprise risk management Driving value through the extended enterprise Copyright 2015 Deloitte Development LLC. All rights reserved.
14 Role of Internal Audit Repeatable audit program Background Checks References, prior performance, licensing and certification, Key individuals, legal proceedings, business model? Vendor Due Diligence Cash Flow can management clearly establish how cash flows (both incoming and outgoing) between third party, the business entity and any stakeholders / members of business? Financial and Operational control review SSAE16 s, independent audit results and/or regulatory reports. Contractual Provisions and Legal Review. Accounting considerations Have potential accounting complexities been adequately considered by qualified personnel, such as a CPA? 14 Extended enterprise risk management Driving value through the extended enterprise Copyright 2015 Deloitte Development LLC. All rights reserved.
15 Role of Internal Audit Repeatable audit program Evaluate the service provider s financial condition periodically, periodically review audit/security reports and evaluate the adequacy of the service provider s systems and controls security, availability, integrity, confidentiality Risk Measurement, Monitoring & Control Monitor changes in key service provider project personnel allocated to the institution. Determine adequacy of training provided to its employees. Regularly review reports documenting the service provider s performance. Determine if the reports are complete and accurate. Evaluate the provider s ability to support & enhance the institution s strategic objectives. Periodically meet with the contract parties to discuss performance / operational issues. Review invoices to assure adequate charges for services rendered. Review service provider performance against SLA Maintain records regarding contract compliance, revision and dispute resolution. Periodically review the service provider s contingency plan, to ensure mission critical services can be restored within an acceptable timeframe. 15 Extended enterprise risk management Driving value through the extended enterprise Copyright 2015 Deloitte Development LLC. All rights reserved.
16 Program automation Managing the extended enterprise risk with a robust, secure and integrated technology platform provides the appropriate level of upstream and downstream visibility and accountability that is critical to better performance and risk management. Higher Quality Information Integrating the right information gives management visibility into quality data and allows them to make better risk informed decisions, in a timely fashion Process Optimization Intelligent Risk Management With structured process flows, redundant/ non-value add activities are eliminated, activities are streamlined to reduce lag time and inconsistency, responsibilities are correctly allocated Processes can be tailored to address risks inherent to the product/ service being outsourced with consistent application for same type of relationships for intelligent risk management Effective Capital Allocation Identifying areas where there are redundancies or inefficiencies allows financial and human capital to be allocated more effectively Reduced Costs Proactive decision making, visibility into performance and compliance of extended enterprise and optimized processes result in cost reduction, providing return on investments in technology 16 Extended enterprise risk management Driving value through the extended enterprise Copyright 2015 Deloitte Development LLC. All rights reserved.
17 How does your approach stack up? The Extended Enterprise maturity model below is designed to help you understand where you are today, your ideal future state, the value the future state can bring to your organization. Strategy and Governance People Process Technology No formal governance Risk taking for quick fix benefits Individual effort Little management input Lack of training Few activities defined Fire fighting mode Simple and least expensive tools used ad-hoc Initial Minimal effort in reducing risk Risk taking for short term benefits Responsibilities built into existing roles Increased input from management Defined processes in siloes Functional, reactive problem solving Off the shelf tools used for problem solving Limited access to thirdparty data Managed Focus on preventing issues Risk aligns with medium - term enterprise-wide benefits Dedicated roles Invested executives within each silo Some training offered Coordinated processes across the business Monitoring and alerting leveraging dashboards, with some proactive issue resolution Adapted tools used for reporting and monitoring 17 Extended enterprise risk management Driving value through the extended enterprise Copyright 2015 Deloitte Development LLC. All rights reserved. Defined Maturity of extended enterprise program Focus on preventing issues and creating value Intelligent risk taking, aligned with enterprise strategy Awareness of value of extended enterprise across the organization Enterprise wide roles Executive ownership at the enterprise level Fully standardized processes, integrated with tools and data Proactive decision making using analytics, improving bottom-line and performance Customized tools, used for tactical decision making Value additive tools Internal data centralized and easily accessible Integrated State of the art practices, linked to value drivers Extended enterprise embedded in strategic planning and decision making Trained professionals with defined roles throughout the lifecycle Executive champions on both sides, aligning service delivery to strategic objectives Processes aligned with strategy, integrated into third parties Continuous improvement and proactive responsiveness Leveraging predictive and sensing analytics, tools and dashboards Highly -customized decision support tools Integrated external data sources that enhance insights Tools and analytics are key value driver and differentiator Optimized Optimized
18 Risk management solutions Deloitte brings together the full breadth of its capabilities into a comprehensive suite of solutions designed to increase the performance of the extended enterprise and help your organization achieve your strategic business objectives. Strategy and program development Solutions to assess, design and implement strategically aligned extended enterprise program Governance and operating model design Strategic risk assessment, tiering, and segmentation Crisis management and simulation modeling Regulatory compliance Evaluation and continuous monitoring Solutions to assess third parties and proactively sense and respond to extended enterprise risks and opportunities Third party due diligence Third party assessments Risk sensing Third party assurance Technology enablement Solutions to transform and continuously enhance extended enterprise risk management by designing, implementing and deploying technology solutions Intelligence Visualization and analytics Governance/ program management Risk and compliance Knowledge management The solutions range from those that can be integrated across the organization and/or to specific risk domains and specific third party relationships. 18 Extended enterprise risk management Driving value through the extended enterprise Copyright 2015 Deloitte Development LLC. All rights reserved.
19 As used in this document, Deloitte means Deloitte & Touche LLP, a subsidiary of Deloitte LLP. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. This presentation contains general information only and Deloitte is not, by means of this presentation, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This presentation is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this presentation. Copyright 2015 Deloitte Development LLC. All rights reserved. 36 USC Member of Deloitte Touche Tohmatsu Limited
This Training is Brought to you by ComplianceOnline. Effective Vendor Risk Management Presenter: Mario A. Mosse April 21, 2017 This training session is sponsored by 2014 ComplianceOnline www.complianceonlie.com
Implementing Analytics in Internal Audit Jordan Lloyd Senior Manager Ravindra Singh Manager What does Success Look Like To deliver successful analytical insight as an everyday part of the audit process
Sarbanes-Oxley Act of 2002 Can private businesses benefit from it? As used in this document, Deloitte means Deloitte Tax LLP, which provides tax services; Deloitte & Touche LLP, which provides assurance
Implementing a corporate legal process outsourcing solution Key considerations before embarking on the legal service delivery transformation journey You read it online every day: increasing regulations
Third Party Risk Management ( TPRM ) Transformation September 20, 2017 Internal use only An introduction to TPRM What is a Third Party relationship? A Third Party relationship is any business arrangement
Advisory Services Developing your organisation s governance for competitive advantage The Deloitte Advisory Platform of Services can help you to govern your strategic plan to guide your operations measure
Outsourcing transparency evolution How information transparency creates value across the extended enterprise Outsourcing transparency evolution Transparent communication is evolving for outsource service
Building a gross-to-net strategy in a fast changing market How evolved is your approach? Move forward with a gross-to-net model that facilitates strategic decision-making Getting gross-to-net to the point
International Finance Corporation Corporate Governance and Internal Audit Overview Bob Lamm Independent Senior Advisor Center for Corporate Governance Deloitte LLP Neil White Global IA Analytics Leader
Turning risk into opportunity Third Party Governance & Risk Management #DeloitteRA The rise of the extended enterprise Global third party ecosystems of organisations, also known as the extended enterprise
Operational Risk Management (#DOpsRisk) Solutions suite Design. Operate. Master. Transform. solutions with strong underlying value Our solution offering Strategy and program Measuring success Elevating
Extended enterprise risk management: New perspectives on a growing imperative The Dbriefs Governance, Risk, & Compliance series Dan Kinsella, Partner, Deloitte & Touche LLP Kristian Park, Partner, Deloitte
Proposed Attestation Requirements for FR Y-14A/Q/M reports Overview and Implications for Banking Institutions O Background n September 16, 2015, the Board of Governors of the Federal Reserve System ( Federal
An intelligent approach to unlocking value in service delivery transformation Focus on risk from the start A proactive approach can go a long way toward mitigating many of the risks associated with service
Quality Assessments what you need to know Patty Miller, Partner Deloitte & Touche LLP Cavell Alexander, VP-Internal Audit Intermountain Healthcare Overview of requirements Scope of assessment Approaches
Deloitte s High-Impact HR Operating Model: Business HR Deloitte s High-Impact HR Operating Model: Business HR The business of Human Resources (HR) is the business HR has a mission: High impact. A new Operating
Generating value within the Risk Ecosystem Risk powers performance The Risk Ecosystem Disruption and volatility are impacting today s business climate. CROs and risk executives function in a Risk Ecosystem,
Social Analytics in Media & Entertainment The three-minute guide Social Analytics in Media & Entertainment The three-minute guide 1 Why it matters now Superior business performance in media and entertainment
Talent Strategy Building Competitive Advantage with Talent Stacia Sherman Garr Vice President, TM & HR Research Bersin by Deloitte, Deloitte Consulting LLP Agenda for Our Time Today Copyright 2015 Deloitte
Internal Audit and Technology Sustainable Analytics Neil While, Partner, Internal Audit Analytics Deloitte Advisory December 14, 2015 0 The Four Faces of the Chief Auditor 1 Copyright 2015 Deloitte Development
CFOs and CIOs: How do you know when to reach for the clouds? I would like to have a way to allow many different users to have access to data and to have better analytic capabilities should we just move
Transformation in the Internal Audit Function Neil White October 5, 2017 2017 Deloitte Global Chief Audit Executive (CAE) Forum Key Opportunities Key Insights Deliver advanced analytics and visualization
Deloitte M&A Institute Standardize, streamline, simplify: Applications rationalization during M&A Part of the Wired for Winning series on M&A technology topics Most companies tend to accumulate a large
Information Technology s in Today s Environment - Traci Mizoguchi Enterprise Services Senior Manager, Deloitte & Touche LLP Agenda Overview Top 10 Emerging IT s Summary Q&A 1 Overview Technology continues
See your auditor clearly. Transparency report: How we perform quality audit engagements February 2014 Table of contents 1) A message from the CEO and Managing Partner Assurance 2 2) Quality control policies
MDM offers healthcare organizations an agile, affordable solution To deliver high quality patient care and better outcomes Many healthcare organizations are struggling with rising costs and inconsistent
Deloitte Accelerated Value: SaaS innovation for the digital core Extending the potential of core systems, addressing tomorrow s needs SaaS innovation for the digital core Extending the potential of core
Internal Audit The Future of Internal Auditing: Changing Internal Audit s Value Proposition October 12, 2010 Istanbul, Turkey Presented by: Naman Parekh Partner, Agenda Background of the 2012 Study Key
Mitigating compliance risk Implications for global supply chains The global supply chain compliance landscape is more dynamic today than during any other time in history. Increased stakeholder expectations,
Experience the commitment CGI Exploration2Revenue TM Business Suite Optimize your upstream back office Delivering a competitive edge Today s oil and gas companies are challenged to lower the costs of running
Public Sector Take 3 Making smarter, faster resource decisions Take three minutes for a crash course on analytics. www.deloitte.com/us/take3 Lessons from Federal and State agency leaders Spend more time
CFOs: The catalyst for integrating strategy, risk and finance July 2012 Australian resources companies have always had to contend with fluctuating commodity prices. However, the volatility of today s markets
Deciphering third-party business risk in a period of weak commodity prices Contents Introduction 1 Mitigating risk 2 Types of business disruption risk 4 Business Disruption Risk Analytics solution 5 Analyzing
IBM Sterling Order Management drop ship capabilities Expand product assortment without increasing inventory costs Overview In this solution overview, you will learn: How to gain visibility into available
Billing Strategies for Innovative Business Models How Boring Old Billing Could Be the Competitive Advantage You Never Knew You Had Billing Strategies for Innovative Business Models Page: 1 Introduction
Insurance Accounting & Systems Association (IASA): NY/NJ Chapter Spring 2014 State of Information Security by Deloitte & Touche LLP May 20, 2014 As used in this document, Deloitte means Deloitte & Touche
Advanced forecasting in FP&A: Automation is here and expanding The Dbriefs Driving Enterprise Value series Miles Ewing, Principal, Deloitte Consulting LLP Adrian Tay, Managing Director, Deloitte Consulting
EU GENERAL DATA PROTECTION REGULATION COMPLIANCE WITH RSA ARCHER ARRIVAL OF GDPR IN 2018 The European Union (EU) General Data Protection Regulation (GDPR), which takes effect in 2018, will bring changes
SAP S/4HANA Finance The Finance Labs The Art of the Possible SAP S/4HANA Finance represents one of the most significant advancements in the world of finance enterprise applications. How will you use it
Conflict minerals The retail perspective September 2014 Contents The current retail environment 3 The conflict minerals environment and the retail impact 4 The road ahead 6 How can Deloitte help your company
Internal Oversight Division Reference: IA 2016-08 Audit Report Audit of Enterprise Risk Management December 16, 2016 IA 2016-08 2. TABLE OF CONTENTS LIST OF ACRONYMS... 3 EXECUTIVE SUMMARY... 4 1. INTRODUCTION...
CUSTOMER PROFILE Industry: Employees: > 50,000 Revenue: Strategy: High Technology/ Telecommunications > US$29 Billion Create a corporatewide standard for managing data quality, including information management
An Overview of the AWS Cloud Adoption Framework Version 2 February 2017 2017, Amazon Web Services, Inc. or its affiliates. All rights reserved. Notices This document is provided for informational purposes
Get ahead of technology trends Enabling the symphonic enterprise with SAP solutions Get ahead of technology trends Prelude to success The vision for tomorrow s enterprise is one in which a multitude of
The future of procurement in the age of digital supply networks The DBriefs Driving Enterprise Value series Joe Chmielewski, Senior Manager, Deloitte Consulting LLP Vinod Venugopal, Principal, Deloitte
Model risk management A practical approach for addressing common issues Table of contents An overview of model risk 1 Model governance 2 Modeling standards 3 Model validation 4 Embedding a model risk culture
Vendor Management Risk Mitigation: The Importance of Having a Formalized Methodology Sun Life Financial Laura Williams AVP, Procurement Opus Sam Mele Vice President Sales sig.org/summit Case Study: Supplier
Practical Enterprise Risk Management (ERM) Casualty Loss Reserve Seminar, Fall 2013 Agenda ERM 101 2 Building an effective ERM program 8 Case study 28 Lessons learned 34 Q&A 38 1 Practical Enterprise Risk
2015 State of the Internal Audit Profession Study Internal audit strategic planning Making internal audit s vision a reality during a period of rapid transformation 68% of companies have gone through or
The future of the deal Total M&A Solution Discover the future of the deal For clients at key stages of the transaction lifecycle, Total M&A Solution illuminates information related to an M&A deal and helps
EU GENERAL DATA PROTECTION REGULATION COMPLIANCE WITH RSA ARCHER ARRIVAL OF GDPR IN 2018 The European Union (EU) General Data Protection Regulation (GDPR) that takes effect in 2018 will bring changes for
Reimagining IT: Leading technology organizations into the future The Dbriefs Technology Executives series Anthony Stephan, Principal, Deloitte Consulting LLP Chris Garibaldi, Principal, Deloitte Consulting
Enhancing Audit Committee Excellences through Internal Audit 21 November 2017 Sharpen and Strengthen Excellences of Audit Committee Recent Trends and Emerging Challenges Global and Emerging Trends Roles
KPMG Smart Controls Putting you in control of your controls kpmg.co.uk KPMG Smart Controls Putting you in control of your controls Our solution for Control Testing, Assurance and Clouded by controls Many
Corporate Tax Spring Training Trends in Tax Technology Agenda 1. Introduction to Robotic Process Automation 2. Portals 3. Analytics Copyright 2017 Deloitte Development LLC. All rights reserved. 2017 Corporate
The BOLD HR Business Partner: Beyond Generalist to Trusted Advisor Karen Shellenback, Bersin by Deloitte Debbie Sehulster, Halliburton April 30, 2015 Download the IMPACT Conference App Use the IMPACT conference
High-Impact People Analytics The Recalculated Route to Maturity May 22, 2017 Madhura Chakrabarti, PhD People Analytics Research Leader, Bersin by Deloitte, Deloitte Consulting LLP. R J Milnor Head of Talent
Agility to Compete Manage Costs to Fuel Growth and Make it Sustainable Growth is on the agenda for businesses across sectors even as market volatility remains at an all-time high. CEOs, CFOs and COOs recognize
How to Measure the Value of Your Internal Audit Group Best practices to follow, pitfalls to avoid and success metrics to measure May 17, 2012 Agenda Strategic challenges: Implications for the enterprise
Inside magazine - Edition 2018 You and I were The rise of managed services Hugo Morris Partner Managed Risk Services Deloitte UK Mark Whitehead Director UK Risk Advisory Deloitte UK Kseniia Jones Senior
EY Center for Board Matters for audit committees As an audit committee member, your role is increasingly complex and demanding. Regulators, standard-setters and investors are pressing for more transparency
AGILE INTERNAL AUDIT (IA) JENNIFER M. SCHWIERZKE MANAGING DIRECTOR UNITED AIRLINES Jennifer is a managing director in the Internal Audit department at United Airlines. She has responsibility for Finance,
A View from the C-Suite: The Value Proposition of Shared and Global Business Services The Conference Board 20th Annual Global Business and Shared Services November 2016 A View from the C-Suite: The Value
Modernizing regulatory reporting in banking & securities Where to get started Modernizing regulatory reporting in banking & securities Where to get started 1 CENTER for REGULATORY STRATEGY AMERICAS Automation
R&CA: Workforce replacement or Workforce evolution Core human capital considerations for your R&CA strategy November 17, 2016 R&CA brings human capital issues to the forefront Since there is a perception
What Every Internal Auditor Should Know Perspectives of a Chief Compliance Officer IIA: November 11, 2011 Jon Rydberg Agenda 1. Opening Comments 2. Weak Infrastructure May Drive Value Destruction 3. Case
M&A matchmaking Business model coherence Business model convergence 1 The impact of M&A on business model coherence 2 Incongruence can lead to low coherence 3 Companies with low coherence are much more
Converge Platform The transition to value-based care is breaking down the barriers between the CNO, CMO, and Chief Legal Counsel in managing enterprise risk. It s time to take a proactive systems approach
Dancing with disruption Have you mastered the steps? A forward look at internal audit in banking and securities In the past several years, internal audit groups in large banking and securities (B&S) organizations
Solution in Detail Passenger Travel and Leisure Executive Summary Solution Overview Contact Us Network and Route Performance Running a Profitable Travel and Leisure Business Running Profitably Controlling
Future-proof your digital business Reimagining customer engagement and your brand experience. The customer wants to be recognized as the same customer at every point of interaction. In nearly every industry
The BIG question: How can you optimize to drive growth? While many transformations are undertaken to cut costs or make incremental improvements, growthfocused transformations have the potential to directly
THE WISE PIVOT INTO SUPPLY CHAIN X.0 PAVING THE PATH TO PROFITABILITY IN THE DIGITAL WORLD In today s digital world, it is easier than ever to get the right products to the right places at the right time
Improving Resource Effectiveness Budgetary Resource Risk Management Unliquidated Obligations (ULOs) - Recovery and Prevention September 2014 Christina Canavan Senior Manager in the Federal Advisory practice
Miles CPA Review Miles CPA Review: BEC Q2 2018 Updates for 2017 Edition Summary of updates: - New version CPA exam structure (w.e.f. April 2017) Time management on the exam - BEC-1.3 Enterprise Risk Management
SAP Solution Overview SAP Business Suite SAP Business Suite Achieve Process Excellence, Lower Costs, Seize Opportunities 2 SAP Business Suite software is a comprehensive, fully integrated family of applications
MONITORING YOUR EMPLOYEES SOCIAL MEDIA ACTIVITY How to Maintain Compliance and Your Corporate Reputation While Promoting Use of Social Media BY OPTIMAL BLUE e-series of 7 WHITE PAPER MONITORING YOUR EMPLOYEES
Minimizing fraud exposure with effective ERP segregation of duties controls Prepared by: Luke Leaon, Manager, RSM US LLP firstname.lastname@example.org, +1 612 629 9072 Adam Harpool, Manager, RSM US LLP email@example.com,