In August 2017 I wrote a short post called Where to Make Compliance Improvements. What Has Grown Since 2017 The 2017 model became the foundation for our Operational Compliance Model. Read the original post here: Where to Make Compliance Improvements

Effective compliance (ex. quality, safety, environmental, and regulatory) requires that existing conditions are maintained, and that progress is made towards compliance goals (ex. zero defects, zero fatalities

What we learned was that for external obligations: most of the compliance resources are dedicated to external obligations, it was difficult for organizations to meet their obligations using traditional compliance ) was needed for organizations to make progress and realize the benefits from ESG along with other compliance This requires several things working together to produce the outcome of compliance: Better safety, security

4 types of obligations 4 compliance functions 4 purposes 4 measures

What this means for compliance For compliance to improve its risk perception it needs to look through Obligations - this will help to see obstacles and opportunities associated with meeting obligations (Compliance risk registers but more importantly provide better measures to improve the probability of achieving compliance

GRC is an acronym used to describe three functions: governance, risk, and compliance. A conservative estimate of the cost of compliance (excluding the other GRC functions) is 10% of a worker It is easy to imagine that If compliance continues on its present course, compliance will require: one person to ensure that compliance is met for every person doing the work. Clearly, this approach is not sustainable or desirable for compliance and neither for GRC as a whole.

Compliance is more than the sum of its parts None of the parts of a compliance system individually can Compliance needs to be integrated While management system standards can improve compliance performance and who needs to be accountable for compliance. Compliance needs to be fit for purpose Compliance needs to be fit for purpose; able to achieve compliance To what extent is our compliance fit for purpose?

years it became clear that their risk capabilities had not progressed as well as other aspects of their compliance goal for this new manager was to establish a consistent risk framework to be used across each of the compliance Managers of the compliance programs along with asset owners now believed that they no longer needed to Organizations that try to improve their compliance often start by breaking down silos consolidating effort If you have a department or manager who takes care of risk and compliance then you most likely have fallen

safe may be the very thing that is holding them back from making improvements and advancing overall compliance these same companies are being asked (regulated) to improve, to innovate, and to make progress on their compliance For compliance to be effective it is helpful to consider which culture is best across governance, program

I have spent considerable time teaching AI systems what Lean Compliance means from an operational perspective As soon as the context thins, they fall back to the public default, where compliance means conformance Raimund Laqua, P.Eng., PMP is the founder of Lean Compliance and chairs the Digital Engineering Committee

Assurance for all Compliance Programs While the roles of QC and QA have shifted, they remain complementary organizations are now harnessing QA to provide comprehensive assurance across the full spectrum of compliance workplace safety, data security, environmental sustainability, ethical business practices, and regulatory compliance

previous blog post we considered the nature of environmental obligations from the perspective of their compliance Unfortunately, compliance for many organizations focuses mostly on external obligations associated with For compliance to be effective it must adapt to the changing landscape by expanding beyond mandatory Does compliance in your organization cover all your obligations?