How to build a strong GRC project amid new risks; experts weigh in

Governance, Risk and Compliance (GRC) is no longer a back-office function but rather a strategic capability that helps organisations achieve objectives, manage uncertainty and act with integrity.

- Omnia Al Desoukie

Yet for GRC to truly deliver value, it must evolve alongside the pace of the ongoing global transformation.

This evolution is particularly visible and needed in the GCC, where fast diversification, new sectors, accelerating digitalisation and growing regulatory expectations are reshaping the business environment.

"The GCC is going through an impressive pace of transformation. New industries are emerging. AI and automation are accelerating rapidly, and regulatory expectations are increasing at a remarkable pace," said Besfort Kuqi, CEO and Board Member at Swiss GRC, in his opening remarks on Thursday during the GCC GRC day-UAE Edition.

A successful GRC programme; however, is rooted in culture. It requires leadership commitment and a clear tone from the top. GRC’s mission is to make it “simple, effective, and accessible for everyone,” enabling organisations to stay in control and manage risk in a structured and reliable way “without unnecessary complexity,” Kuqi added.

Building a resilient GRC programme

The challenge of managing risk is becoming even more pronounced as organisations operate in an increasingly multipolar and fragmented world. Geopolitical tensions, local content regulations, supply chain disruptions and rapid technological change are reshaping how businesses must think about resilience.

"Very key elements more important now than ever is to think end to end," said Dallal Slimani, SVP Company Program & Transportation, CEO Office, Schenider Electric. "This is where technology is a strong enabler because it gives us visibility on end to end operations and allows us to take smarter decisions."