1. UNDERSTANDING…..
THE GRC FRAMEWORK

2. PETER METCALFE

3. NOTHING IS AS POWERFUL AS THE HUMAN NETWORK!
THE FOUNDATION FOR THE DEVELOPMENT OF AFRICA is a private, 'not-for-profit', non-membership, organisation actively serving Africa by promoting processes conducive to sustainable development throughout Africa - with the emphasis on sustainability! This organisation is currently rated as one of the most proactive Sustainable Business Development Organisations in Africa! Serving Africa since 1999.
NOTHING IS AS POWERFUL AS THE HUMAN NETWORK!

6. PAPERLESS

7. Sustainable Development is the action and/or act of bringing people and/or processes into position for the effective use in the support and/or delivery of efforts, conducts and the cause!
PETER METCALFE
May 2002

8. DEVELOPMENT

9. INVESTMENT

12. THE GRC FRAMEWORK

14. THE GRC FRAMEWORK GOVERNANCE People Processes STRATEGIC PLANNING COMP
Technology
COMP
RISK
THE GRC FRAMEWORK

15. GRC

16. GOVERNANCE G

17. GOVERNANCE
Governance describes the overall management approach through which senior executives direct and control the entire organization, using a combination of management information and hierarchical management control structures.
Wikipedia

18. GOVERNANCE
Governance activities ensure that critical management information reaching the executive team is sufficiently complete, accurate and timely to enable appropriate management decision making, and provide the control mechanisms to ensure that strategies, directions and instructions from management are carried out systematically and effectively
Wikipedia

19. GOVERNANCE
Governance is a term, broadly used, that refers to the rules, processes, or laws by which an entity is operated, regulated and controlled.
Wikipedia

20. RISK MANAGEMENT R

22. RISK MANAGEMENT
Risk management is the set of processes through which management identifies, analyzes, and, where necessary, responds appropriately to risks that might adversely affect realization of the organization's business objectives.
Wikipedia

23. RISK MANAGEMENT
The response to risks typically depends on their perceived gravity, and involves controlling, avoiding, accepting or transferring them to a third party.
Wikipedia

24. RISK MANAGEMENT
Whereas organizations routinely manage a wide range of risks (e.g. technological risks, commercial/financial risks, information security risks, safety etc.), external legal and regulatory compliance risks are arguably the key issue in GRC.
Wikipedia

25. The effect of uncertainty on objectives
RISK MANAGEMENT
The effect of uncertainty on objectives

26. COMPLIANCE C

28. COMPLIANCE
Compliance means conforming with stated requirements. At an organizational level, it is achieved through management processes which identify the applicable requirements (defined for example in laws, regulations, contracts, strategies and policies), assess the state of compliance, assess the risks and potential costs of non-compliance against the projected expenses to achieve compliance.
Wikipedia

31. GOVERNANCE - RISK - COMPLIANCE
THE PROCESS

35. REVIEW ENTERPRISE OBJECTIVES

36. What are our enterprise objectives?

37. Which enterprise objectives are most important (this quarter; this year; ect.)?

38. DEFINE PROGRAMME/PROJECT OBJECTIVES

40. What are our programme/project objectives and outcomes?

41. How do these project outcomes contribute to enterprise objectives?

42. Are these project/programme activities effective efficient responsive?

43. Will all of this really deliver outcomes that matter?

44. Where should we focus our improvement efforts and resources?

45. OUTCOMES

57. CONCLUSION
A fully integrated GRC uses a single core set of control material, mapped to all of the primary governance factors being monitored. The use of a single framework also has the benefit of reducing the possibility of duplicated remedial actions.
Wikipedia

58. The Foundation for the Development of Africa
THANK YOU
Peter METCALFE
The Foundation for the Development of Africa