Las ventajas de un enfoque integrado

Benefits of Having an Integrated Approach

Benefits of having an integrated view of GRC include:

• Ability to optimise business performance based on a better understanding of an organisation’s business commitments which reflect its corporate strategy, objectives and risk appetite;

• Enhanced performance as a result of a well focused and aligned organisation, culture, processes and technologies;

• Improved allocation of resources and efficiency in processes and technology supporting GRC in a cost effective way; and

• Enhanced internal control environment and ongoing ability of management to demonstrate that the business is in control.

What are Boards and CEOs saying about GRC ?

The 8th Annual Global CEO Survey performed by PricewaterhouseCoopers in the last quarter of 2004 focused on governance, risk and compliance as areas of concern to business leaders in different industries. For this survey more than 1,300 global CEOs were asked to state their perceptions of GRC and to assess their progress, their successes and failures and their perceptions of GRC benefits.

What emerged from these interviews was the conclusion that GRC is becoming increasingly important to CEOs around the world and that more than simply a response to new laws and regulations, GRC is becoming a value-adding principle.

The survey found that:

• Very few CEOs (7%) viewed GRC as related solely to laws and regulations;

• A majority (54%) considered GRC to be an integrated set of concepts and practices but only 25% stated that they were managing GRC effectively;

• While a majority of CEOs were very confident that their organisations could respond to GRC matters related to domestic laws and regulations (68%) and to internal policies and procedures in domestic business units (57%), only 26% were very confident that their organisations could respond to similar matters related to foreign laws and regulations and only 24% to matters related to internal policies and procedures in foreign business units;

• While many CEOs said that they adequately addressed stakeholder concerns that were based on clear-cut legal requirements, fewer felt the same level of comfort with other constituents, whose expectations were more ambiguous; and

• 58% of the CEOs indicated that GRC expenditures were primarily an investment and 38% viewed them primarily as a cost; only 17% of all CEOs stated that they could very accurately measure GRC costs.

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