Hernan Huwyler - Identity and Access Management CIO & CISO Nordics

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Hernan Huwyler - Identity and Access Management CIO & CISO Nordics Hernan Huwyler - CIO y CISO de gestión de identidades y accesos en los países nórdicos

Business

Prof. Hernan Huwyler,
MBA CPA
Identity and access
management
CIO & CISO Nordics

Impact of digitalization
on access management
• Update risk assessments for
threats to new assets and
technologies such as non-
human identifies of robotics
• Improve certifications and
requests

Identity management
trends
• Single sign-on, more for
cloud
• Multi factor authentication
• Adaptive authentication
• Biometrics > face
recognition

Area to manage
accesses
• Logical access
dept
Centralize the firm-wide
administration
Involve stakeholders

Access for privacy
compliance
• Restrict access to personal
data sets in a more
granular way
• Revalidate visualization
rights
• Improve the log trail of

Improve the user
experience
• Cloud and teleworking
solutions
• Balance experience vs
mitigated risks
• Explain users how to
authenticate

Importance of identity in
digital transformation
journey
• Prioritize investments to
deal with cloud and mobile
accesses
• Ensure identities for 3Ps
• Identify suspicions

Moving to the cloud
• Separate the borders of
shared responsibility
models
• Control the vendor
service accounts
• Include granular cloud
access rights into

Moving to the cloud
• Look for a single
command interface
integrated with the
central user admin app
to integrate approvals
• Address new logging
needs

Key challenges
• Integrate solutions for the
needed functionalities
• Move services to the cloud
• Protect the data in transit
• Leverage the controls
created for on premise
solutions
• Do ongoing due diligence of

@hewyler
/hernanwyler
mydailyexecutive.blogspot.com

Hernan Huwyler - Identity and Access Management CIO & CISO Nordics

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Prof. Hernan Huwyler's slideshare discusses in detail five key actions that organizations can take to reduce compliance costs. These actions are designed to help organizations increase their compliance efficiency, reduce compliance risks, and lower compliance costs. The first action proposed by Prof. Hernan Huwyler is to designate local managers as compliance representatives in business units. This helps to amplify control while reducing the compliance function's structure. By designating local managers as compliance representatives, organizations can have a more effective compliance structure with fewer resources. Local managers can act as compliance ambassadors and help ensure that the organization's compliance policies and procedures are followed in their business units. The second action proposed is to quantify compliance risks and price potential claims, compensations, fraud, and revenue losses due to noncompliance. By quantifying compliance risks, organizations can better understand the potential costs of non-compliance and allocate resources accordingly. This can also help organizations prioritize their compliance efforts and ensure that they are focusing on the most significant compliance risks. The third action is to assign the testing of compliance controls to process owners and outsourcing service providers. This helps to distribute the responsibility for compliance testing and can reduce the workload of the compliance function. By assigning compliance testing to process owners, organizations can ensure that compliance controls are tested regularly, and issues are identified and addressed promptly. The fourth action proposed is to embed efficient controls in clearly articulated procedures. By embedding controls in procedures, organizations can ensure that compliance requirements are met consistently and effectively. Efficient controls can help organizations streamline compliance processes and reduce compliance costs. Finally, the fifth action is to add requirements for compliance skills when recruiting legal and financial managers in business units. This helps to ensure that compliance is a consideration when recruiting new managers. By ensuring that managers have the necessary compliance skills, organizations can better integrate compliance into their business operations and reduce the risk of non-compliance. In addition to these five actions, the slideshare also suggests other recommendations, such as delegating compliance consultations, audits, and due diligence, benchmarking the scope of risk assessments, and implementing policies to simplify wording and articulation of procedures. Additionally, the slideshare recommends coordinating actions with business units to assess, implement, measure, and reward cost reduction initiatives. By following these recommendations, organizations can reduce their compliance costs while maintaining effective compliance programs.

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Obtaining resources, planning actions, and budgeting are essential for any organization's successful compliance management. Compliance management is the practice of ensuring that a company adheres to regulatory requirements and internal policies. This summary will explore key considerations for planning compliance initiatives, evaluating regulatory requirements, stakeholder needs, and developing a timeline of activities. It will also cover how to detect corruption and fraud schemes, control representation expenses, and prevent over-invoicing. Finally, we will discuss fraud impact and controls and how to demonstrate the return on investment in compliance. To begin with, it is crucial to obtain resources to initiate compliance management. The compliance team should have adequate resources to ensure that the organization is compliant with regulatory requirements. The resources should include trained personnel, financial resources, software, and hardware, among others. After obtaining resources, the next step is planning actions and budgeting. Planning should involve various stakeholders and departmental heads to ensure that all areas of the organization are covered. Planning actions and budgeting should include developing a compliance plan, identifying potential compliance risks, and developing mitigation strategies. While planning compliance initiatives, it is essential to evaluate the regulatory horizon, stakeholder needs, open items, and new strategies. The regulatory horizon involves understanding the regulatory landscape, identifying new regulations, and monitoring the existing ones. Stakeholder needs involve understanding the needs of all stakeholders, including shareholders, customers, and employees. Open items are compliance issues that are unresolved, and new strategies are measures that an organization intends to take to comply with regulations. Developing a timeline of activities to address certifications and audit needs is critical. A timeline helps to ensure that an organization is compliant with regulations within the stipulated timeline. The timeline should involve developing a compliance plan, identifying potential compliance risks, and developing mitigation strategies. It should also include training employees on compliance, conducting regular internal audits, and reviewing the compliance plan to ensure that it is up to date. Demonstrating the return on investment in compliance is essential. A return on investment (ROI) helps to justify the resources that an organization invests in compliance. Demonstrating ROI involves identifying the costs of compliance management, such as personnel, software, and hardware costs. It also involves identifying the benefits of compliance management, such as reducing the risk of regulatory fines and reputation damage.

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Compliance risk is the risk of failing to comply with laws, regulations, standards, and guidelines that organizations are subject to. Noncompliance risks can lead to legal, financial, and reputational consequences. Compliance officers play a critical role in identifying, assessing, and managing compliance risks. Compliance risks can also present opportunities for organizations to improve their practices, enhance their reputation, and gain a competitive advantage. ISO 37301 is a standard that provides guidance on compliance management systems. The standard defines compliance risk as the risk of noncompliance with laws, regulations, and other requirements that an organization is obligated to comply with. Compliance risks can arise from internal and external factors, such as changes in laws and regulations, new business operations, third-party relationships, and cultural differences. ISO 37301 emphasizes the importance of managing compliance risks through a systematic and proactive approach that includes risk assessment, risk treatment, monitoring, and review. Compliance officers serve as trusted advisors to senior management and provide guidance and support in compliance planning and decision-making. Compliance officers need to have a deep understanding of the organization's operations, risks, and culture to identify and manage compliance risks effectively. Compliance officers should also have strong communication and interpersonal skills to build relationships with stakeholders, including senior management, employees, regulators, and other external parties. The level of compliance risk varies depending on the nature, complexity, and scale of an organization's operations. Compliance risks can be classified into three levels: low, medium, and high. Low-risk compliance activities are routine and have little impact on the organization's operations or reputation. Medium-risk compliance activities are more complex and involve higher stakes, such as regulatory compliance, data privacy, and anti-corruption. High-risk compliance activities involve significant legal, financial, and reputational consequences, such as anti-money laundering, anti-bribery, and sanctions compliance. Compliance risks can also present opportunities for organizations to improve their practices, enhance their reputation, and gain a competitive advantage. For example, a company that implements strong data privacy practices can enhance customer trust and loyalty. A company that complies with anti-corruption laws can reduce legal and reputational risks and attract socially responsible investors. Compliance officers should work with senior management to identify and leverage compliance risks as opportunities to create value for the organization. Compliance risk, noncompliance, ISO 37301, compliance officer, trusted advisor, risk level, opportunities, regulatory risks, obligations, ethical risks, inherent risks, residual risks, risk-taking, tolerance, control level, sustainability

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It was a pleasure to moderate a workshop to assess cyber security risks hosted by Strategy Insights. We discussed options and practices to quantify confidentiality, integrity, and availability risks with delegates of the big players in the pharma, banking, retailing, and service sectors in the Nordics. Thanks to Anna Rose Poyntz, Finlay Wilson, and Edgar Baier for the event coordination. Round tables https://lnkd.in/e_m5eTW5 #cybersecurity #compliance #strategy #banking #ciso #riskmanagement

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2. Impact of digitalization on access management • Update risk assessments for threats to new assets and technologies such as non- human identifies of robotics • Improve certifications and requests

3. Identity management trends • Single sign-on, more for cloud • Multi factor authentication • Adaptive authentication • Biometrics > face recognition

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9. Moving to the cloud • Look for a single command interface integrated with the central user admin app to integrate approvals • Address new logging needs

10. Key challenges • Integrate solutions for the needed functionalities • Move services to the cloud • Protect the data in transit • Leverage the controls created for on premise solutions • Do ongoing due diligence of

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