Unified Governance

1. Unified Governance Brian G Edmondson MIRM CEO netSurity

2. STANDARDS RISK! SECURITY! REGULATION! LEGISLATION! Governance

3. LEGISLATION! STANDARDS RISK! SECURITY! REGULATION! Unified Governance - Goals • Engage governance in a cohesive way • Create visibility (dashboard), for stakeholders and managers • Underpinned by • Empowered Structure (responsibility with ability). • Accurate, timely and consistent process.

4. Typical GovernancePractice

5. EXTERNAL CHANGES OPPORTUNITIES Typical Organisation Mergers Acquisitions Disposals Chairman CEO The Board Comp. Sec HR S&M Non Exec. FD IT COO R&D Competition Fin Ops HR R&D IT S.M. Environmental & Geographical New Customers New Investors Political Changes New suppliers Regulatory Changes New products Rival products STAKEHOLDERS ASSETS Equipment Pensions Regulators Suppliers Customers Customers Intellectual Property Share value Private Investors Property Institutional Investors Cash Reserves Reputation Staff START WITH AN ORGANISATION

6. REGULATION! EXTERNAL CHANGES OPPORTUNITIES Typical Organisation Mergers Acquisitions Disposals Chairman CEO The Board Comp. Sec HR S&M Non Exec. FD IT COO R&D Competition Fin Ops HR R&D IT S.M. Environmental & Geographical New Customers New Investors Political Changes New suppliers Regulatory Changes New products Rival products STAKEHOLDERS ASSETS Equipment Pensions Regulators Suppliers Customers Customers Intellectual Property Share value Private Investors Property Institutional Investors Cash Reserves Reputation Staff FSA, Sarbanes-Oxley, Basel II, Utility Companies, Telco. operating licenses, Pharmaceuticals, Sock Markets Heavy Fines, Loss of operating license What is the impact of Regulatory Compliance?

7. What is the impact of Legislation? REGULATION! LEGISLATION! EXTERNAL CHANGES OPPORTUNITIES Typical Organisation Mergers Acquisitions Disposals Chairman CEO The Board Comp. Sec HR S&M Non Exec. FD IT COO R&D Competition Fin Ops HR R&D IT S.M. Environmental & Geographical New Customers New Investors Political Changes New suppliers Regulatory Changes New products Rival products STAKEHOLDERS ASSETS Equipment Pensions Regulators Suppliers Customers Customers Intellectual Property Share value Private Investors Property Institutional Investors Cash Reserves Reputation Staff H&S, Companies Act, Employment law, Customs, Revenue, PAYE, EU laws, Consumer laws Heavy Fines, Jail

8. What is the impact of Standards? REGULATION! LEGISLATION! STANDARDS EXTERNAL CHANGES OPPORTUNITIES Typical Organisation Mergers Acquisitions Disposals Chairman CEO The Board Comp. Sec HR S&M Non Exec. FD IT COO R&D Competition Fin Ops HR R&D IT S.M. Environmental & Geographical New Customers New Investors Political Changes New suppliers Regulatory Changes New products Rival products STAKEHOLDERS ASSETS Equipment Pensions Regulators Suppliers Customers Customers Intellectual Property Share value Private Investors Property Institutional Investors Cash Reserves Reputation Staff Quality, Security, Accounting, HR, industry best practice, Risk management Less profit, higher costs

9. What is the impact of Risk? REGULATION! LEGISLATION! STANDARDS EXTERNAL CHANGES OPPORTUNITIES Typical Organisation Mergers Acquisitions Disposals Chairman CEO The Board Comp. Sec HR S&M Non Exec. FD IT COO R&D Competition Fin Ops HR R&D IT S.M. Environmental & Geographical New Customers New Investors Political Changes New suppliers Regulatory Changes New products Rival products STAKEHOLDERS ASSETS Equipment Pensions Regulators Suppliers Customers Customers Intellectual Property Share value Private Investors Property Institutional Investors Cash Reserves Reputation Staff RISK RISK RISK RISK

10. Point Solutions deployed! REGULATION! LEGISLATION! STANDARDS EXTERNAL CHANGES OPPORTUNITIES Typical Organisation Mergers Acquisitions Disposals Chairman CEO The Board Comp. Sec HR S&M Non Exec. FD IT RISK COO R&D Competition Fin Ops HR R&D IT S.M. Environmental & Geographical New Customers New Investors Political Changes RISK New suppliers Regulatory Changes New products Rival products RISK RISK STAKEHOLDERS ASSETS Equipment Pensions Regulators Suppliers Customers Customers Intellectual Property Share value Private Investors Property Institutional Investors Cash Reserves Reputation Staff

11. Point solutions work. Diligent staff don’t wait for formal process. Large organisations able to absorb impacts. Can ‘throw’ money at the problem. Generally good at business they do. Why do organisations still survive?

12. Point solutions are expensive difficult to maintain. Uncontrolled, irregular data sources may compromise company integrity. Why absorb impacts when you can avoid them. Why continue to ‘throw’ money at problems you can solve more effectively? If you don’t improve, you can be sure your competitors will. Is survival good enough for your organisation’s future?

13. Recognise the problem exists. Assess the scale and scope of the problem. Put in place structure to manage it. Deploy tools and integrate solutions Make information visible to those who need it. (Concise, accurate, up to date) 5 Steps to Unified Governance

14. REGULATION! LEGISLATION! STANDARDS EXTERNAL CHANGES OPPORTUNITIES Typical Organisation Mergers Acquisitions Disposals Chairman CEO The Board Comp. Sec HR S&M Non Exec. FD IT COO R&D Competition Fin Ops HR R&D IT S.M. Environmental & Geographical New Customers New Investors Political Changes New suppliers Regulatory Changes New products Rival products STAKEHOLDERS ASSETS Equipment Pensions Regulators Suppliers Customers Customers Intellectual Property Share value Private Investors Property Institutional Investors Cash Reserves Reputation Staff Unified Governance Solution RISK RISK RISK RISK

15. Unified Governance Q & A Brian Edmondson CEO MIRM