With all Australian organisations under immense pressure and scrutiny following the Hayne Royal Commission, the CBA Culture Review and the introduction of APRA's Banking Executive Accountability Regime, the bar for boards and executives has never been higher.
Insync has created a world-class governance, risk and compliance consulting practice, combining our highly regarded governance, board and director effectiveness and culture expertise with deep risk, compliance and assurance knowledge and capabilities.
Click on the solutions below to read more about how we can help.
Risk is the effect of uncertainty on your objectives. You are clear on what you are trying to achieve - but how clear are you on all the vectors where internal or external risks can combine to cause material harm to your business or blind you to emerging opportunity? History shows these killer risks and opportunities are often foreseeable. Developing, maintaining and stress-testing improbable but value destroying business scenarios is critical to ensure ongoing resilience and avoiding your own 'Kodak moment'.
Unplanned regulatory intervention or inquiry can really stretch a business and sometimes a helping hand or fresh set of eyes can help you effectively manage through the process. Whether you are responding to regulators, litigation lawyers, or disgruntled shareholders, or dealing with Enforceable Undertakings, Class Actions, a Regulatory 'Requirements' Letter, or a government-initiated inquiry, additional skilled resources can be critical to the quality of your outcome.
The design, development, build and implementation of enterprise risk management frameworks is a core offering. Our team has decades of collective experience working across financial services, energy, government, telecommunications and utilities to ensure your new or existing RMF is 'fit for purpose'. With a heavy focus on Decision Quality and the impacts of cognitive bias, we look through the ERMF to its core purpose - making better risk-based decisions, and that shapes our thinking for each individual client.
Considering the amount of change that most major projects deliver, many organisations seem to routinely miscalculate the business risk that comes with change. Business cases can be detailed and heavily scrutinized, but measurement of the existing risk profile, the delivery risk, and the delivered end-state risk, are three measurements that rarely get done. By failing to use your existing Risk Management Framework (RMF) and measure these operational risks, it is much harder to understand the impact of the project on the enterprise risk profile and its consumption of operational risk appetite (or capital). This results in the change risk impact of many major projects being risk assessed in hindsight, and it's why many projects are deemed to have failed, at an enterprise level, even when they deliver many of the predicted business case benefits.
You can't regulate for culture. Regulators acknowledge this, however, increased regulation seeks to address perceived culture and accountability gaps that have hurt public trust in financial services, governments and large corporates and brought issues around social licence, operating models, incentives and remuneration, to the fore. Boards and Executives need meaningful methods to measure their risk culture and demonstrate how they will influence and shape it, including through appropriate and robust accountability frameworks.
Your business relies on a myriad of large and small third-party suppliers. Your procurement process ensures rigorous due diligence, supplier selection and contract negotiation and formation. Your Service Level Agreements (SLA's) contain robust and actionable rights and obligations and monthly performance dashboards provide line of sight - ensuring you are getting the products and services you bargained for. However - your suppliers have many masters and their commitment to your objectives, priorities and standards are not always aligned. How do you ensure a regular independent assessment of your 'actual' risk exposure with this supplier is within acceptable limits?
Your customers, insurers and board will all want to know that you had appropriate financial crime prevention and detection systems in place should you ever be victim to a serious fraud, theft or corruption case. While there are great systems, policies, practices and practitioners out there to help you build a fit-for-purpose capability, the nature of financial crime means you should get regular assurance that your actual exposure reflects your risk appetite.
Few regulatory regimes can damage your brand more than AML/CTF. How you prevent and respond to money laundering or terrorism financing activity facilitated by your organisation impacts brand trust and integrity. Board and executive level understanding, direction and oversight is a precondition for effective management of this dynamic risk area.