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ACTIVITY That's why confidence levels are an important measure of success for all risk & compliance programs an important objective which often involves conducting audits to verify process outputs and validate program The best way that this is demonstrated is by having an operational compliance program to properly contend An effective compliance program will ensure that required capabilities and performance exist to meet

in collaboration with Lean Compliance to define a golden thread of assurance for an environmental program Dependancy Structure Matrix An environmental program will include many aspects which can be modelled how to manage environmental pillars collectively to achieve program objectives. This gives an idea of which elements to focus on before others for increased program output. DSM Relationships The performance of an environment program is helped by knowing which program pillars

For that you need a compliance program. ISO 37301 is a recent standard you can use that has the basics for such program. Ensuring these outcomes requires programs to operational obligations. These programs (or what we call certainty programs) translate obligations into value chain commitments If you want an effective compliance program, that program must now include managing change, and negotiation

When it comes to meeting obligations, many view compliance as silos, not interconnected programs that Portfolio of Compliance Programs However, those who view compliance as interconnected programs will experience To achieve this, management must make budget decisions considering programs as a whole, not separately They don’t know how to invest in their programs to maximize compliance return.

. ▸ We use management programs to achieve  performance targets. ▸ We use governance to advance  outcome regulate the organization — bridging the gap between the ENDS and the MEANS. ▸ Governance regulates Programs ( Measure of Effectiveness ) ▸ Programs regulate Systems ( Measure of Performance ) ▸ Systems regulate

underlying both Lean Six Sigma in operations and compliance functions like quality management and safety programs This is the domain of certainty programs and the practice of Lean Compliance. The Integrative Force: Certainty + Productivity Programs Productivity programs use regulation to reduce Certainty programs use regulation to reduce uncertainty and ensure Total Value is created. Together, these programs serve as an integrative force within the value chain, ensuring both shareholder

These forces help define the difference between compliance programs and compliance systems: Compliance Programs introduce change to achieve better outcomes. While compliance needs both, the emphasis today is on the building of systems without the benefit of a program Without programs, compliance does not have the context or the conditions for compliance systems to know To achieve compliance success in the year ahead ensure you have an operational compliance program to

Easter Egg Hidden in Plain Sight For eight years, our Proactive Certainty Program has contained a special in some remote corner or buried underground—it was displayed prominently, hiding in plain sight: the program ’s ability to elevate GRC, along with many other compliance programs. However, some organizations would pause long enough to ask: “How exactly does your program differ from The Easter Egg - Now Revealed The Lean Compliance Easter Egg The way our program elevates GRC is by

you can trust, within targeted budgets and time constraints, there is much to be learned from Defense programs /IEC/IEEE 15288, IEEE 15288.1, and IEEE 15288.2) on Contracts for Department of Defense Acquisition Programs Systems engineering is the primary means for determining whether and how the challenge posed by a program Lean Compliance offers an advanced program based on the principles of systems engineering along with This program is called, "The Proactive Certainty Program™". You can learn more here:

SO 37301 , a compliance charter serves as the formal authorization and roadmap for your compliance program—the Just as projects create new capabilities (a new product, system, or service), your compliance program Capability Goals : The specific operational competencies your program will build—integrative obligation As your compliance program matures, the charter helps ensure each phase builds operational strength while Our T otal Value Advantage Program™ helps organizations establish the essential capabilities needed

This will form the basis for an overarching compliance program. To help work through these steps, we designed “ The Total Value Advantage Program™” which follows these You can become a member of this program by completing the Total Value Advantage Scorecard and participating review your results, discuss opportunities to improve your compliance, and decide together if this program However, for those that do, this program helps them garner greater stakeholder trust and achieve greater

Compliance as a category of programs is more akin to quality which has control and assurance functions Environmental compliance is moving beyond simply monitoring and reporting towards establishing programs programs with an Environment-First strategy. Environmental programs will no longer be characterized by only monitoring and reporting. Instead, environmental programs will be defined by sustainability and the effective implementation of