Hear from a highly accomplished panel made up of recognised female trailblazers in the GRC arena as they share their experience of progression in their professions.

By simply being in business you are automatically exposed to a myriad of risks. But what are the residual risks you are prepared to tolerate?

Every organisation must grapple with how it deals with and integrates ESG into its broader organisation strategy. Why? Because your business, like every business, needs to ensure a sustainable future.

Too often risk managers are so focussed on compliance-based risk mitigation to meet regulatory requirements that they fail to see the bigger picture. This ‘preventive’ risk management approach doesn’t add strategic value and risks that are worth taking to grow the company can end up being overlooked.

As businesses delve into what makes a good Environmental, Social & Governance (ESG) programme and start to link tangible metrics, they are soon seeing that there are vast similarities between their traditional Governance, Risk & Compliance (GRC) data, and the data they are using to demonstrate and track ESG.

To strike a balance between risk and reward, senior decision-makers must recognise which risks have the greatest potential to impact the business and understand how to manage them to enhance performance, drive value creation and ensure sustainability – bringing proactive risk management into sharp focus.

Without risk, there is no reward – and this certainly rings true in the uncertain world of business.

Complying with regulations and managing regulatory changes puts a huge amount of pressure on businesses. Organisations across different sectors must follow whole host of complex regulations relating to data privacy, online payments, store credit and financial, environmental & trade laws.