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QPR 8 Risk Management And Compliance Solution

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    Risk : Both likelyhood and impact need to be addressed. Event only is classified as risk if it influences organizational objectives. Regulation: Government enforced or regulatory body enforced. Control: Procedure/policy implemented to reduce the risk probability, impact or both. Assessment: Take a risk and determine its likelyhood and impact. In immature stages this is often done by working with a low-mid-high scale (e.g. Score of 1-5), whereas more mature RMC implementations use probability percentages and impact money values. Risk Management: Providing organizations with a healthy dose of confidence regarding internal control and for improving decision making. Compliance: Not only being aware of regulations but also complying with these.

    Many internal and external forces are driving organizations towards RMC and these forces are getting stronger: External: Host of regulations affecting organizations and regulators keep on issuing new regulations. An example is the amendment of ”the 8th Council Directive of the EU” or EUROSOX, was passed by the EU in 2006 and is now being implemented into local legislations – Basically the EU version of Sarbanes Oxley. Environmental responsibility is becoming a more importan topic, geo-political factors are becoming more important and so do natural disasters, think for example of Hurricanes and Floods. Not only have organizations a requirement to comply with regulations but also a requirement to reduce their vulnerability of operating in an international environment. Internal: More complex business models (Globalization, Outsourcing, Offshoring, Joint Ventures etc.) make it harder to determine the organizational boundaries and management is more in need for better control over operations and for more accruate information about risks in order to improve decision making.

    Slide purpose is to show that Risk/Compliance related events happen every day. All cases represent situations where a company and its suppliers are affected and where Risk Management could have prepared them for this event, either to reduce the impact of the event or where it represents an opportunity for gain. In a sales situation it would make sense to provide examples of events that would have a direct influence on the organization you are presenting to. Doing this will make your presentation speak better to your audience. Maybe there are regulations related to reporting that are relevent. If the organization is active in chemical production or transport then do find information about these regulations and incidents in the news related to this. If privacy regulations apply (e.g. In telecommunication sector) find information about those, etc.

    In most companies, risks are ”managed” reactively instead of proactively: Although the risk was identified, still the organization was unable to avoid it or reduce the chances of it occuring and very often an appropriate strategy for dealing with the event is missing. In many cases this is due to the fact that R&C are managed in functional silos instead of on an enterprise-wide level. So finance may be doing this, while marketing is not, production has its’ own approach, human resources has yet another solution for it and so on. Chances are pretty big that some risks are not identified in some functional areas, whereas other functions may have identified it. There may be different strategies in place for dealing with the same risk, some of which may even contradict, and that there is a lot of reinventing of the wheel going on across the organization, all because the different silos are not communicating with each other where it concerns risk. Another challenge that we often see is the lack of a systematic approach for the whole organization: Some business units or departments may be looking at risk likelihoods on a 2 year scale, while others may have chosen a one year timeframe. Some may measure risk impact in monetary terms while others may measure on a qualitative scale, and this is also true for risk response strategies: some departments or business units may be executing more riskier strategies than the organization and its stakeholders would want them to. Another challenge is that regulations and business operations change constantly, which introduces new risks to be managed across the organization. It may invalidate earlier identified risks or change the way in which organization needs to respond to a risk. Often risks are merely treated as threats to the organization, so strategies are focused at just avoiding the risk. Organizations that are well prepared for these events could turn this around and actually see them as opportunities for obtaining a competitive advantage. This however often requires the risk to be identified across the organization and all functional areas to have their risk response strategies aligned with each other. So the bottom line is that if organizations take a reactive approach to deal with risks and compliance issues and do this in an isolated way then Risk and Compliance management becomes a huge cost driver and management is left with a fuzzy picture of internal control and is unable to improve its decision making.

    There are basically three main ingredients to enable successful Risk and Compliance Management, so that an organization can benefit most from it and turn necessity into a competitive advantage: The first is Awareness: This starts with getting a common understanding of risks so that we are all on the same page in telling what a risk is: For example the costs involved with collective bargaining between employee unions and employers: are these just costs or do we identify this as a risk? If we identify this as a risk then we can start the process of implementing strategies for managing this risk. Then we need to get a complete view of the risks that affect the organization and this means doing your risk discovery and periodically reviewing whether risks are still relevant and if new ones have popped-up. It’s also important that all risks are assessed in a consistent manner across the organization, so each business unit has a good understanding of the risks that affect them and we have a way of comparing risk assessments across the organization. Finally we need to make sure that everyone is aware of the risks that affect them, which means that we need to communicate risk information in some effective way across the organization. Being prepared requires that we make sure that each business unit and department follows up on the risks that were identified by implementing procedures that may help preventing the risk from happening AND that the necessary precautions have been defined for the event that the risk does occur: emergency plans, disaster recovery etc. We need to have insight in the response strategies that have been defined so that we can ensure that these risk strategies are aligned with each other and also with the business strategy of the organization. Another preparedness requirement is to obtain an accurate, complete an up-to-date picture of the risk and compliance profile of the organization: Things change and knowing where you are in terms of risks and defined response strategies allows management to make better decisions, and provides the confidence that everything is really as much under control as we say it is. Finally we need to be able to prove to the auditors and the outside world that everything is under control. Doing this will allow for better decision making by taking calculated risks, it will allow the organization to gain from events or avoid potential losses because it anticipated them. It will improve stakeholder confidence: Investors may be more interested in taking a stake in the organization or it may for example be easier for the organization to obtain insurance at more favorable insurance fees. And finally the organization can be confident it complies with all regulations and avoid legal action.

    An effective way of ensuring Risk-Awareness , Risk-Preparedness and Risk Management Proof on an organization-wide level is provided by Risk and Compliance Platforms, that integrate risk management with business strategy management, business performance management, and business process management, as they provide a number of significant benefits: Firstly it makes risk identification and communication easier as it provides a common understanding of the business strategy, the business unit and departmental objectives as well as the ”as is” business processes that are in place, which provide the context for doing risk identification. Furthermore all risks are captured in a consistent way on the same platform as opposed to using different systems, applications and formats, which improves the quality of risk communication. Secondly, it improves strategic and operational decision making: Risks and regulations will have a direct influence on your strategy, your performance objectives and on your processes. Doing risk management just for compliance reasons is fine but will not lead to the additional benefits related to improved performance. Performance management needs to be a part of Risk management as it helps ensure that people perform to make things work in spite of the risks and employ controls in such a way as to stop any significant risks from getting in the way of success. Thirdly, it provide a strong driver for continuous process improvement by looking at processes not just from a performance perspective but also from a risk perspective. And finally this platform approach reduces the costs associated with becoming and remaining compliant, as it offers a single point of access to all risk and compliance related information as opposed to having a multitude of systems to managing it. The platform approach provides an organization-wide solution to manage and comply with a multitude of RMC imperatives in a uniform and efficient way.

    QPR provides three types of solutions that are all overlapping

    With the Risk Managment and Compliance solutions we essentially provide nothing really new. Basically what we are doing is something that we have seen our customers do for many years, which is applying our performance management and process management solutions for fulfilling a targeted customer need: Managing risk and compliance. We have seen customers using our performance management solution for fulfilling a business-driven need to RMC, so that wish to identify the risks that affect their business objectives and monitor the risks and implemented controls. We have also seen customers using our process management solution for identifying risks, implementing controls, document this and communicate this. And we have also seen combinations where risks and controls are documented and monitored, where periodic assessments are scheduled, where process improvement is facilitated and where reporting for management and audits is done.

    The risk management and compliance cycle - as we see it - has three main phases, which essentially follows the recommendations of the COSO Enterprise Risk Management framework. COSO ERM is quickly becoming the worldwide standard for Enterprise Risk Management, for more information on COSO you can visit their website on www.coso.org It all starts with identification and assessment of risks and regulations, evaluating them and then deciding on risk-reponse strategies. A portal implementation is a good way of doing this as it provides a common approach that can be executed in a decentralized way, while all the information that comes out of this process is captured centrally. The next step is to implement the policies and controls that address the identified risks and regulations, which often means adapting operational and reporting processes, documenting the changes and communicating this across the organization so that everyone becomes aware of this. A collaborative process management tool provides an effective means for achieving this. The third step then focuses on monitoring and reporting on the status of risks and implemented controls, which provides the feedback for a new cycle. All the information is then reported upward into role-based risk management dashboards. So let’s have a look at the cycle in a bit more detail and highlight some of the things to keep in mind when doing this.

    In the risk identification phase it’s important to make sure that all the risks that are relevant to the organization are captured. If we look at the business side of things then normally the CEO and Executives will provide the business strategy and they wants to be sure that things are under control: All risks relevant to the strategy need to be addressed. Being able to translate this strategy into strategic objectives, business unit and departmental objectives, for example with a Balanced Scorecard implementation will provide the functional organization entities, such as marketing, purchasing, human resources and so on with the context they need for identifying relevant events that qualify as a risk for achieving their objectives. From the compliance side then, we see the Regulators who issue the regulations that the organization needs to comply with. This focuses on how things are done in the organization – what processes are in place to facilitate accurate reporting, how does an organization warrant the rights of employees, how does it deal with waste from production processes and so on. So here insight into the ”as is” processes is important in identifying potential compliance risks. And this is essentially what a Risk Management and compliance platform provides. It contains information on business strategic objectives, on operational processes and allows every department and function to get involved in risk identification. The fact that for example a production manager is 5 organizational levels away from the Chief Risk Officer does now not prevent the organization from becoming aware of a risk he identified. So a very strong point in this phase is to get many people involved as each will have their own perspective in terms of objectives and how things are done, and you want to make sure you capture all of them. that it allows everyone to get involved in the identification of risks.

    The next task is to assess and evaluate the identified risks. Assessing risks comes down to assigning a risk with a value for likelihood and a value for impact. Some risk likelihoods you may wish to measure on a qualitative low-mid-high scale, while with others you may want to push your team to more precide assessments with a probablility percentage. For some risks you may even wish to have probability scores calculated by consolidating risks on a lower level. When it comes to impact, also here are different ways of measuring, you can think of a qualitative approach, which defines impact on a low, mid or high scale, but also in terms of cost or even market share. The ability to define your own assessment approach is important, as it influences the basis upon which you will formulate your risk response. In an area where costs play a major role, like production you may want to define risk impact in terms of cost whereas in marketing you may want to define impact in terms of market share. When it comes to categorizing and allocating risks this becomes even more important as this has a direct impact on the way you will manage risks. Some organizations want to categorize risks by business unit, some by process, some by their specific categories, some by impact etc. Being able to do this in the way you see best is important as this categorization has a direct effect on the amount of awareness that employees have regarding risks, on accountability and on your ability to report risk information in an efficient way, for example reports on environmental risks, on financial risks, on compliance-related risks such as for Sarbanes Oxley or on risks that affect a certain process or business unit.

    The next step then is to address the identified risks. The implementation of policies and controls is in many cases driven by internal or external auditors who identify new risks or identify problems with existing controls. They inform the Risk Officer and give him a deadline by which all the recommendations need to be implemented. This usually results in a multitude of implementation projects to address the issues and it’s of course important to have a good overview of how all these projects are progressing so that you can direct more resources to problem areas. What’s also important is to have an effective means for launching and assigning these implementation projects or ”control activities” as they are called in Risk and Compliance Management, an to have a central repository where all this imformation is stored. With QPR we do this with portal-based control activities, which not only ensure that action IS being taken by assigning accountability, it also provides a means for measuring PROGRESS and proving to management and auditors that all issues are being addressed and what specific actions are being taken.

    Once we have decided on the controls then we need to communicate the information to the relevant people. With QPR this is done by adding the risks and controls to the process maps and/or scorecards and adapting the processes where needed. There are two important issues that I would like to highlight here. Firstly the ability to reuse risks and controls on process maps. A large number of risks will apply to multiple processes and activities and the same counts for implemented controls. So being able to reuse these makes documenting everything very resource efficient, especially where it comes to maintaining the information. Think for example of an updated policy or a new control test. You don’t want to be in a situation where you need to go and identify all the process maps that contains a certain risk or control and then update it everywhere. Instead you want to update it in one place and automatically propagate this change throughout all the relevant process maps. The second strenght is related to communicating the information to the employees in a role-based manner where for example a production manager is informed of just production related risks and controls, as it makes the communication much more effective. A key facet of risk and compliance is ensuring that everyone is aware of the risks and procedures and also understands what is expected of them: Process maps do a very good job at doing just that.

    The next step then is all about monitoring risks and controls and here dashboards provide an effective way of achieving this. Traditionally, dashboards are mainly used for performance management and business intelligence purposes but there is no reason why not to use them for Risk Management purposes. For example a dashboard for SOX compliance, for Production risks, Environmental risks, risks related to a particular business unit or risks for a Balanced Scorecard perspective. Dashboards can provide different views into the status of risk and compliance. On top of that there often is the possibility to drill down into details, do analysis etc. At least, with QPR there is. It provides all the stuff that is needed for effectively assessing the overall risk and compliance profile . Another facet there, is the alerting functionality so people are alerted by the system whenever something somewhere has an exceptional value or when a value is missing, allowing them to react fast.

    Finally then we want to make sure that we have a risk management system that we can rely on . Investors and auditors need to know if there is an effective Risk management system in place and decision makers need to be confident that they can trust the information that is provided to them, so this is all about providing confidence: being able to say and prove that you are in control and that all the information is up to date. This of course requires that risk and control assessments are being done periodically and in time : A Risk Management and Compliance platform like QPR alerts people when it’s time to perform these tasks but it also allows them to be more involved in the whole process by providing comments about the effectiveness of implemented controls and be pro-active in launching improvement actions. So it enables employees to address all issues appropriately and keeps a log of all the activities. Once we have achieved this reliable foundation for decision making and internal control we can truly say that we have turned risk and compliance into a competitive advantage as risks and compliance issues affect all your competitors but with a Risk Management and Compliance Platform your organization is better equipped to deal with them : It allows you to create an environment that fosters appropriate risk taking, you can be more confident about your decisions, you are better able to anticipate and plan for opportunities or threats and you reduced the cost of being compliant with regulations. And by doing this you essentially optimize your capability to generate value for your stakeholders.

    So the benefits in summary: QPR reduces the costs involved with compliance: Unified and systematic approach QPR provides a clear, complete and up-to-date overview of business processes, risks and controls: Facilitates better decision making QPR makes sure that everyone get involved and thus truly integrates risk management into the way we manage the business: Lifts risk management in importance so that it hasd a place on everyone’s agenda. QPR facilitates the required reporting to management and auditors, making this process much more effective than when having to do this with a multitude of systems. QPR is easy to use – always been one of our key benefits – and thus ensures acceptance of the system and little training needs And finally QPR is very fast to implement and especially when having to comply with regulations before a certain deadline – which is often the case – this is a very important benefit: Being able to install and deploy the system within a few weeks and being able to enjoy the benefits within one year. Taken all together QPR allows organizationa to lift Risk Management and Compliance from being a set of tactical, ad-hoc initiatives to something that positions the organization ahead of its competitors in terms of being able to gain from this situation that affect all of its competitors.

    If new significant risks are identified, like for example a key supplier being in financial trouble or under regulatory scrutiny, they can decide to change the business model to focus on supplier diversification In order to be successful, Risk Management really needs to become part of the way you do things and that means integrating it in your processes. So they get a clear and complete overview of the state of the risk management system and ongoing activities A clear benefit of being able to report risk information based on functional or process roles in the organization They can access all relevant information in a uniform format via the QPR Portal Of course effective risk management means involving your business partners

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    QPR 8 Risk Management And Compliance Solution - Presentation Transcript

    1. QPR Risk Management and Compliance Solution
    2. Agenda
      • Risk Concepts and Definitions
      • Risk Management and Compliance Drivers
      • Common Challenges
      • Turning Risks into Opportunities: The RMC Platform
      • QPR Risk Management and Compliance Solution:
      • Step by Step
      • QPR Risk Management and Compliance Solution Demo
      • Questions and Answers
    3. Risk Concepts and Definitions Risk The combination of the likelihood and impact of an event, which has an influence on achieving organization's objectives Assessment Determining the likelihood and potential severity of identified risks. Determining the validity of established controls Regulation Binding or non-binding restrictions enforced by governments or other regulatory bodies Risk Management Integrated framework for managing organization-wide risks in order to maximize organization’s value Compliance Systems to ensure that organizations are aware and comply with relevant laws and regulations Controls Specific set of policies, procedures and activities designed to monitor and mitigate risks Audit An independent, objective assurance and consulting activity designed to help organizations accomplish objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes.
    4. Risk Management & Compliance Drivers Grow Stronger Industry-Specific: Basel II, FDA, FERC, FAA Non- Binding: ISO 9000, ITIL Governmental: SOX, J-SOX etc. Geo-Political Factors Natural Disasters Reengineering Outsourcing Globalization Offshoring Joint Ventures Investor Demands
      • External forces:
      • Opportunities and threats
      • Political environments
      • Economic environments
      • Regulatory environments
      • Internal forces:
      • Meeting their challenge
      • More dynamic & complex business models
      • Businesses become more distributed
      Increased Competition Environment Protection
    5. Examples
    6. What are The Common Challenges?
      • Risk and compliance are managed reactively
      • Risk and compliance are managed in functional silos
      • Lack of a systematic approach for the whole organization
      • Multiple regulations are overlapping, causing duplicate work
      • Regulations and business operations change constantly
      • Risks are viewed as threats, not as opportunities
      • Reacting in an isolated way to each and every risk and regulation is inefficient and is becoming a huge cost driver
      • Management cannot obtain a clear view of risks, compliance and the status of internal control: hampers decision making , unable to solve the problem.
    7. How to Turn Risks into Opportunities?
      • Improve decision making on all organizational levels
      • Anticipate events in order to gain from them or prevent losses
      • Improve stakeholder confidence (investors, insurers)
      • Comply with all regulations (avoid legal action)
      • Proof
      • Demonstrate it to
      • auditors, managers, investors, insurers
      • etc.
      • Preparedness
      • Active follow up
      • Insight in response strategies
      • Complete, up-to-date overview
      • Awareness
      • Common understanding
      • Periodically identify
      • Ensure risks are assessed across the organization
      • Risk communication
    8. QPR RMC Platform Business Benefits
      • Makes risk identification and communication easier
        • Provides a commonly understood view of strategy,
        • objectives, tasks, processes  context for risk identification
      • Improves strategic and operational decision making
        • Promotes risk-awareness
      • Provides a strong driver for continuous process improvement
        • Driven by risks, regulations, strategic direction and performance
        • measurement
      • Reduces the cost of compliance and audits
        • Offers a single point of access to all risk & compliance related
        • information
      QPR Provides an organization-wide solution to manage and comply with a multitude of RMC imperatives in a unified and efficient way Integrating risk management with strategy, performance and business process management: Risks Regulations Business Processes Strategy & Performance
    9. Three QPR Solution Areas Risk Management & Compliance A process-oriented control framework for managing risk & compliance Business Process Management A process design, implementation and automation platform supporting the full BPM cycle Corporate Performance Management A complete performance management system for process and business monitoring and control Risk Measurement Enterprise Risk Management Risk Identification and Documentation Process Measurement
    10. Applying CPM and BPM for RMC Risk Management & Compliance A process-oriented control framework for managing risk & compliance Risk Measurement Enterprise Risk Management Risk Identification and Documentation
        • Manage just the most important objective-related risks in order to improve performance
        • Ensure all risks (internal & external) are covered by proper controls
      Business-driven Compliance-driven
    11. Risk Management & Compliance Cycle
      • Identify & Assess Risks & Regulations
      • Identify & classify
      • Determine likelyhood & impact
      • Rank their importance
      • Decide which to accept, transfer, reduce or eliminate
      • Implement Policies & Controls
      • Risk planning
      • Make process changes
      • & additions
      • Document
      • Communicate
      • Monitor & Report
      • Schedule risk assessments
      • & control checks
      • Capture results
      • Report
      Enterprise Risk Management Dashboard measure
    12. Capture all the Risks that are Relevant Chief Risk Officer What are all the risks we need to address? We could be in trouble if... Process Organization Entities We know the business, but what risks are relevant? Functional Organization Entities Regulators CEO / Executives RMC Platform Business risks Compliance risks Get Everyone Involved: Provide an Easy-to-Use Means for Documenting Risks Objectives Processes Strategy Regulations Make sure you comply Make sure we are in control
    13. Risk Identification Providing employees with insight in how things are done in your organization makes identifying risks easier
    14. Documenting risks and controls... Both on process maps as well as in risk libraries...
    15. Assess & Evaluate Risks Your Way! Capture and document risks in a way that best suits your organization: Your risk response and risk communication depend on it Probability settings are risk-specific I need complete freedom in choosing impact measurement Our business requires a specific way of categorizing risks It would be great if we can allocate risks in multiple ways
    16. Risk Assessment Risk assessments done decentrally via QPR Portal
    17. Risk ranking Risk Location Accountability Score Impact Likelihood Mitigation Customize the way you rank and what information is shown to who...
    18. Get a Clear View of How all New Identified Risks are being Addressed You have one year Auditor Chief Risk Officer We need to take action QPR Portal Control Activities Monitor progress: Make sure you are on track with control implementation Actions logging: Detailed insight into all Control Activities
    19. Control activities by deadline Easy to review your progress in implementing risk mitigating control activities
    20. Communicate Risks and Controls Effectively
      • Add risks and controls to the process maps
      • Adapt processes where needed
      • Communicate to the relevant people to ensure awareness
      Review previously added risks and identify new ones Provide everyone with a clear understanding of what falls under their responsibility and what policies & procedures to follow to ensure compliance One tool that addresses all the risks and controls I am accountable for risk / control reuse
    21. Get a Complete and Up-To-Date Overview of the Status of Risks and Controls An up-to-date and complete overview of all risk and compliance information Risk Dashboards for SOX, Learning & Growth, Production, Environment, Occupational Health Analysis, filtering, drill-down... effectively assess the overall risk & compliance profile I now know exactly what I am accountable for and get alerted when there’s a problem Chief Risk Officer Functional Managers CEO & Management Board Obtain the ability to react fast and anticipate events Get a good overview of your preparedness-level
    22. Risk Dashboards Quick and flexible to create...
    23. Maintain a Reliable Foundation for Decision Making and Internal Control Optimize the organization’s capability to generate value for its’ stakeholders Auditor Investors Is this organization in control? CEO We’re in control, we’re up-to-date and we can prove it Chief Risk Officer I get alerted to perform my risk and control assessments I can comment, share ideas and launch actions for improving controls Can I trust this information? Employee Employee CONFIDENCE All issues addressed appropriately All activities logged
    24. QPR Benefits
      • Reduction of the costs associated with RMC activities
      • Always a clear, complete and up-to-date overview of your business processes, risks and controls
      • Get everyone involved: Integrate RMC into the business
      • Facilitate effective reporting to management and auditors
      • Easy to use: Focus on the business user
      • Fast to implement
      •  Lift RMC from being a set of tactical, ad-hoc initiatives to becoming a strategic advantage
    25. QPR RMC Software Benefits All Employees
      • Business executives can monitor the state or risk and compliance to drive strategic direction
      • Risk and compliance officers can be successful in the day-to-day management of risk and compliance by ensuring it’s integrated within processes
      • Internal and external auditors obtain up-to-date reports and can review follow-up activities for identified non-conformancies
      • Business unit and process managers can answer to risk and control assessments and monitor the state of risk and compliance in their own area
      • Employees, contractors, consultants & temporary workers have a convenient way of becoming aware of policies and compliance issues
      • Business partners can participate in conducting contract and control assessments
    26. About IYCON
      • Leading Consulting & Technology Solution Company in the Middle East, India and Oceania (Australia / New Zealand)
      • Provide High Quality Business & Technology Solutions across Middle East & India
      • Based out of Dubai Internet City, Dubai, United Arab Emirates (Middle East Operations)
      • Based out of Mumbai, India (Indian Operations)
      • Based out of Melbourne, Australia (Oceania Operations)
    27. The IYCON Mission
      • While today's markets belong to companies with a competitive advantage
      • The future belongs to companies with an Adaptive Advantage
      • We help companies discover and maintain their Adaptive Advantage
      Sustaining Your Adaptive Advantage ™
    28. Why IYCON?
      • One of only six global QPR Strategic VAR’s (out of a total worldwide partner network of 72 partners)
      • Has Techno-Commercial Consultants conversant with management methodology as well as QPR Tools
      • Has dedicated Certified Technical Consultants on QPR Products – first line of local support
      • Only QPR Partner worldwide to host dedicated QPR Self Serve Helpdesk (IYCON Helpdesk) for IYCON’s QPR Customers.
    29. Our Ongoing Value Proposition to Customers Understand customer requirements Offer a complete Solution - Technology - Training - Consulting Quality Support Timely Response Timely Resolution Regular Health Checks to Sustain the Adaptive Advantage
    30. Our International Delivery & Support Model
      • Deployment Onsite
      • Training onsite on train the trainer basis
      • Self Serve Helpdesk for support tickets (technical & business support issues)
      • Contracted response and resolution times
      • Remote support capabilities with 100% resolution guarantee
      • Currently supporting organisations across 9 countries (Middle East, Indian Subcontinent & Oceania)
    31. IYCON Help Desk
      • IYCON provides all IYCON-QPR Customers in the region access to the IYCON Help Desk.
    32. Self Serve Interface Track Response and Resolution times for support calls logged
    33. Customers in Middle East & Asia
    34. About QPR Quality. Processes. Results
      • Founded 1991, QPR Software Plc is an international specialist providing software and solutions for
        • Process management
        • Performance management
        • Risk management & Compliance to Quality and Regulation
      • QPR´s and its resellers combined sales of QPR products and services totaling over EUR 20 million
      • QPR Software is listed on NASDAQ OMX Helsinki Ltd. (ticker: QPR1V).
    35. Globally recognized as best-of-the-breed products: ANALYSIS PROCESS AUTOMATION PROCESS DESIGN PERFORMANCE MONITORING QPR ScoreCard Performance Management QPR ProcessGuide Process Management
      • Product Launch
      • First recognition from Gartner Group in Leaders position in BPM/A tools
      • 2003 Launch of QPR 7.0 with Collaborative Management System portal
      • Launch of QPR WorkFlow tool for Process automation
        • Product Launch
        • Balanced Scorecard Collaboration Certification
        • First recognition from Gartner Group as a CPM Suite
        • Launch of QPR FactView tool for data analysis
      2008 Launch of QPR 8.0 with MS SharePoint and MS Office integration 2008 QPR 8.0 translated to more than 20 languages
    36. Customers
    37. Private Sector Customers Worldwide
    38. Public Sector Customers Worldwide                                                                                            THE FINNISH DEFENCE FORCES Social Investment Fund for Local Development
    39. H.I.S.
      • Profile: Globally operating travel operator
      • Need: Comply with Japanese SOC Act
        • Identify and document business processes
        • and associated risks
        • Implement controls
        • Monitor control effectiveness and appropriateness
        • Demonstrate compliance with J-SOX
      • Solution Benefits: QPR Risk Management and Compliance for J-SOX
        • Complete and up-to-date overview of all relevant risks and controls
        • Continuous monitoring of compliance status: ability to react fast to non-conformancies
        • Insight in business processes and their performance: improved process efficiency and productivity
        • Implemented organization-wide in < 1 year
    40. Africa Rainbow Minerals
      • Profile : Globally operating platinum, gold and
      • iron mining company
      • Need : Demonstrate performance of risk control,
      • tracking and measurement
        • High risk operations: satisfy insurance stakeholders
        • International operations: comply with multitude of regulations
        • Stock-listed company: demonstrate compliance with listing requirements
        • Many partnerships: gain control over business complexity
      • Solution Benefits : QPR Risk Management and Compliance
        • Commitment from management teams to meet defined targets
        • Timely risk identification and evaluation  Timely action
        • Improved decision making and governance: Taking calculated risks in line with ARM stakeholder interests
        • Ability to demonstrate the effectiveness of the risk management process
    41. Thank You www.qpr.com www.iycon.com

    + IYCONIYCON, 5 months ago

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