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Governance, Risk and Compliance

Rethink risk and compliance to drive strategy, capabilities and performance

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2022 global risk survey: singapore edition.

Embracing risk in the face of disruption

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Today’s rapidly changing business and regulatory environment requires thinking about risk in new ways. Taking an innovative approach to managing and enhancing your governance, risk and compliance (GRC) activities can help you seize opportunities, stay a step ahead of uncertainty, and meet stakeholder expectations.

PwC’s GRC team support many of the worlds’ leading organisations to capitalise on opportunities, navigate risks and deliver lasting change through the creation of a risk resilient business culture.

We can transform how you perceive - and capitalise on risk.

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Enterprise risk management solutions, controls assessment and optimisation, compliance solutions, technology-enabled grc solutions, business continuity, crisis and operational resilience.

We work with our clients to assess, design and implement leading edge operating models for their Risk and Compliance functions. We have a clear framework that we can tailor and apply across all types of firm and function, designed to deliver a smooth and comprehensive transition to reflect your journey and requirements.

The outcomes are solutions tailored to your organisation and its needs, driving benefits including:

We work with our clients to evaluate, design and implement  operating models for effective Enterprise Risk Management solutions (ERM), leveraging a broad range of frameworks, tools and methodologies that we have developed and customise to clients’ specific needs and maturity. We also have deep expertise in areas such as risk appetite articulation, integrated compliance and risk models, and Key Risk Indicator (KRI) based predictive monitoring.

Our engagement drives a broad range of benefits including:

To have confidence in the control environment, management need visibility of the effectiveness of controls in mitigating risks across key risk categories.

The need for a foundation of efficient and robust business controls that is sustainable through business changes, compliance needs and cost pressures has forced firms to look at their front to back processes. We can help management achieve the following benefits:

Observing the scale and pace of change in the corporate regulatory and legislative landscape highlights the size of the challenge many organisations are presented with. As a result, regulated and other businesses are increasingly looking for external support in the identification of the ethical and regulatory risks they face, and in designing the compliance functions and programmes they require to mitigate them. Those companies with existing compliance mechanisms are also seeking health reviews alongside their programme implementation to give them comfort that their programmes will deliver compliance. This is how we can help:

Organisations face a rapidly evolving GRC landscape, with new technologies and a rapid pace of change meaning businesses need to be proactive when it comes to managing their exposure to emerging risks. Successful organisations make full use of the technologies at their disposal to enhance their overall GRC activities.

We help to assist clients in technology-enabled GRC strategy, vendor selection, technology implementation and transformational activities. Our services are supported by the latest innovations in technology to deliver evidence-based insight and recommendations for improvement.

Vulnerable organisation's don’t succeed; they fail when they are stressed. We help to assess and develop hardiness in 3 key ways:  

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Educational Collaborative for International Schools (ECIS)




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As we outline in our ECIS Effective Governance quality standards and in our tome Governance in International Schools , trustees and governors, in partnership with the head of school, play a critical leadership role in international schools. Effective practices, policies, and behaviours at the governance level comprise an essential part of the foundation of stable and strong international schools, and that holds true whether we are considering not-for-profit or for-profit governing boards.

The Advanced Governance Webinars move the conversation about governance beyond basic training for new governors/trustees. We focus on four areas that are critical to success, but and also have the potential to create significant problems when done poorly. Each is a stand-alone webinar, but we suggest that you view all four as a complete package. The goal is to offer information which will lead to thoughtful conversations in your board room and inform good governance practice in a new way.

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Educational Services Worldwide (ESW) is a company committed to provide international schools and educators with unrivalled medical insurance coverage of the highest quality, at a reasonable cost, wherever they are and suitable to their needs. ESW’s customized EdMed plan provides international schools with comprehensive health insurance coverage and dedicated service, tailored to their needs. In our partnership with ECIS, we will extend a 5% discount to ECIS member schools who are not already using our services.

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International SOS is our global partner in providing risk mitigation services to schools, including affordable medical, safety and security planning; preventative programmes; in-country expertise and emergency response for more than 9,000 clients worldwide. They support hundreds of educational institutions globally to achieve their unique security, health and safety goals.

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TOTALITY™: A Cloud-hosted emergency planning management (EPM) platform .

TOTALITY™ assists and guides Campus Resiliency Teams (also known as Crisis Management Teams, Emergency Response Teams, etc.) in the building and management of emergency action plans and organizational resiliency.  The TOTALITY™ mobile app allows schools to create an interdependent CRT emergency communication group for quick action emergency responses.

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The global pandemic has challenged us all to re-examine even the most basic aspects of delivering quality education to our students and presented unprecedented challenges across our entire world. So, we have teamed up with Enrusk—a group of highly experienced experts who live to create, connect, and innovate to provide a valuable Advisory Service.

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Brief, knowledge-rich courses on holding management accountable; the relationship between the board and the head of school; the board’s role in strategy-making; and current parent board members.

The Advanced Governing Webinars move the conversation about governance beyond basic training for new governors/trustees.  We focus on four areas that are critical to success, but and also have the potential to create significant problems when done poorly.  Each is a stand-alone webinar but we suggest that you view all four as a complete package.  The goal is to offer information which will lead to thoughtful conversations in your board room and inform good governance practice in a new way.

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Establishing a successful safeguarding culture in a school results from professional learning that includes everyone who works in or for a school — from teaching staff through school leadership and governing stakeholders. This course meets accreditation and/or inspection requirements to demonstrate that the board of governors (trustees) and owners (if applicable) are cognisant of their role in protecting children.

change governance risk

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Turkish Dynamics pp 167–188 Cite as

Governance, Change, and Risk

78 Accesses

Part of the Middle East in Focus book series (MEF)

T he historical, geographic, and cultural characteristics of Turkey have shaped political, economic, and social developments. Historical and cultural ties haunt and challenge Turkey. Beginning in the eighteenth century, the decomposition of a medieval, patrimonial empire reaching its climax with the legal collapse of the Ottoman Empire in 1922, still reverberates. There is hardly a contemporary conflict, whether in the Balkans, the Black Sea and the Caspian Sea basins, Central Asia, Caucasus, and the Middle East, that does not somehow involve, influence, and even threaten Turkey. Hence, governing Turkey first and foremost involves simultaneously managing multiple international, regional, and domestic challenges, which often interact and influence each other.

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Ersin Kalaycioglu, “State and Civil Society in Turkey: Democracy, Development and Protest,” in Amyn B. Sajoo (ed.), Civil Society in the Muslim World: Contemporary Perspectives (London, New York: I. B: Tauris Publishers, 2002): 263–268.

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Ersin Kalaycioglu, “The Mystery of the Turban : Participation or Revolt?” Turkish Studies vol. 6, no. 2 (June 2005): 239–240.

CrossRef   Google Scholar  

Valeur Alperen, Barörtüsü Yasagi’ntn Hukuki Açtdan Degerlendirilmesi (Istanbul: Însan Hak ve Hurriyetleri Valcfi Yayim, 1998): 4 and 13.

Ersin Kalaycioglu and Binnaz Toprak, Îs Yasama, Ust Yönetim ve Siyasette KADIN (Istanbul: TESEV Yayinlari, 2004): 42–48.

Ersin Kalaycioglu, “Turkish Democracy: Patronage versus Governance,” Turkish Studies vol. 2, no. 1 (Spring 2001): 54–70.

Tevfik Çavdar, Türkiye Ekonomisinin Tarihi (1900–1960): Yirminci Yüzyil Türkiye ÎktisatTarihi (Ankara: Imge Kitabevi, 2003): 261–264.

Ilkay Sunar, State and Society in the Politics of Turkey’s Development (Ankara: Ankara Universitesi Siyasal Bilgiler Falcültesi Yayini, 1975): 96.

Edward Banfield, The Moral Basis of a Backward Society (New York: The Free Press, 1958): 83ff.

Aves Günes-Ayata, “Roots and Trends of Clientelism in Turkey,” in Luis Roniger and Aye Güne§-Ayata (eds.), Democracy, Clientelism and Civil Society (Boulder, London: Lynne Rienner, 1994): 55–60.

Yilmaz Esmer, Devrim, Evrim, Statüko: Türkiye’de Sosyal, Siyasal, Ekonomik Degerler (Istanbul: TESEV Yaymlan, 1999): 78–80;

and Ersin Kalaycioglu, “Civil Society in Turkey: Continuity or Change?” in Brian W. Beeley (ed.), Turkish Transformation: New Century-New Challenges (Walkington, England: The Eothen Press, 2002): 62–75.

Ziya Öni§, “Domestic Politics versus Global Dynamics: Towards a Political Economy of the 2000 and 2001 Financial Crisis in Turkey,” Turkish Studies vol. 4, no. 2 (Summer 2003): 7.

Seymour Martin Lipset, Political Man: The Social Bases of Politics (Garden City, New York: Anchor Books, 1963): 27–63.

Ersin Kalaycioglu, “Turkey’s Choice: The Road Away from the European Union,” in Bertil Dunér (ed.), Turkey: The Road Ahead ? (Stockholm: The Swedish Institute of International Affairs, 2002): 123–130.

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© 2005 Ersin Kalaycioğlu

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Kalaycioğlu, E. (2005). Governance, Change, and Risk. In: Turkish Dynamics. Middle East in Focus. Palgrave Macmillan, New York.

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Online ISBN : 978-1-4039-7866-0

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Corporate Governance Risk

Adaptable software from corporate governance risk, gives you confidence in decisions and actions.

Corporate Governance Risk began operations in Perth, Western Australia in 2010 and is now also operating in the UK as CGR Ltd and Canada as CGR Inc.  Our business management software, CGR Foundation, is a cloud solution that helps clients to improve processes, linking data and people with simple workflows and transparent reporting.  It is currently used across a global client base that spans over 70 countries and can be made available in different languages.

The problem that we help solve is significant and wide ranging across any size of company (and we support some of the largest).  CGR’s leadership brings first-hand experience, from former careers across public and private sector enterprise, of the pain points associated with managing governance systems in legacy tools and as spreadsheets – whether focused on risk, compliance or any other domain.  Spreadsheets are fine for what they were designed to do: basic everyday calculations.   However, organisations are often awash with them for things they weren’t designed to do: process and qualitative data such as for audits and action tracking.  Many workforces have just fallen into a state of passive acceptance of this default way of working for decades.  It’s a big problem hiding in plain sight, with impacts in five key areas.

Our experience of this dynamic from former careers across our leadership team is continuously augmented by listening to our clients and learning about their own challenges.  This enables us to tailor deployment of our system, CGR Foundation, to each client’s individual context.  It is based on configuration settings and not coding which is critically important in terms of delivering speed, agility and value for money.  Forms, fields, workflows, notifications and dashboards can be rapidly set-up by our delivery staff.  Individual fields can take minutes to create – allowing the time to be spent in understanding client needs so that the system is right for them.  More importantly we can then train client system admin users to maintain and change those settings over time as their organisation evolves.  This ensures that the client process drives the system during business as usual, and not the other way around – reducing the client’s vendor dependency.

The result is a system that addresses the pain points identified above.  The heavy lifting of reminders and data collation is done by the system, with updates from users reflected in a live picture where links between records (eg audits, findings and actions) are maintained and visible.   This makes reporting simple and efficient, and promotes confidence in data that is immediately accessible.  Every system record has an audit trail capturing data and approvals, with owners and due dates clearly visible together with the history of assignment, acceptance and review.  This promotes a culture of transparency and accountability which extends across internal and external stakeholders alike – clients can choose to assign accounts to other parties (eg their own clients or sub-contractors) on a long or short term basis to bring them into the pictures and collaborate.

The capability of our product has grown at every stage.  Every software release is informed by client feedback that is formally reviewed several times per month, together with learnings and trends from the wider market environment.

In the early years our contracts were focused in supporting development of major infrastructure in the offshore oil and gas industry, providing a means to manage the risk controls in major projects to meet investor scrutiny. This quickly broadened into safety and compliance across a range of high-hazard industry including mining and transport – and then into health, energy, transport, finance, retail, professional services and other domains.  In fact, our global client base now spans every sector in the Global Industry Classification Standard, and ranges from smaller scale up to FTSE 100.  We are proud of this achievement as an SME, and of the service and solution we provide to our clients.  If any of this overview resonates with you and your organisation, please get in touch – we would be delighted to speak with you.

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