Records and Information Management (RIM) staff are not equipped to police every business unit in every location around the globe to determine compliance. Recent research shows that while 87% of organizations have formal RIM programs, only 8% measure their compliance and only 7% of employees are engaged in RIM. This gap in being able to provide evidence of practice by a disengaged employee base leaves you exposed to senior leadership, shareholder, regulator, and customer scrutiny. A framework of basic RIM controls, or expected activities based on policy, can help level-set expectations across your enterprise and provide a means by which business units – and you - can evaluate their performance and plan for remediation.
In this session we will explain:
- What the basic control groups are, and provide examples of individual controls
- How to institutionalize the Framework: timing and roles and responsibilities
- How to assign ratings to performance
- Methods for communicating the RIM Risk program
We will provide access the Practical Guide to a RIM Risk Framework.
: Patti Michaud - Managing Director, Records Management Office, BNY Mellon
Corinna Madder - Managing Director, Head of Global Information Management, JPMorgan Chase
: Sue Trombley