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When discussing the practical aspects of creating a culture of integrity, Rohin spoke about how at Telus they re-branded their data risk assessment to a data enablement plan. He said:

"Just by changing some of the language, we really empowered our data teams to come forward with their project, describe the project once, which is very powerful, because we also noticed that teams that wanted to launch data projects would describe it a little bit differently to security, a little bit differently to privacy, a little bit differently to legal, but just even creating one common definition was very, very powerful” 

Telus empowered their control groups to use AI and control logic through a first pass of the assessment and then the control group reviews and makes the necessary adjustments.

Ula spoke about the need for preventive models to help manage the underlying risks and thinks the next evolution will be a chat GPT sort of AI database that can be referenced in real-time to help employees respond to issues such as a market risk issue.

When asked how to measure success, Fareena spoke about how they look at sentiment to evaluate tone, use surveys and evaluate the rate of misconduct – is it going up or down? She sees the next big things as behavioural measurement.

Closing out the session, Adeline Cheng, Partner of non-financial risk at EY asked the panelists what advice they would give for anyone looking to embed integrity into their organization.

Fareena said that tone from the top is essential as well as good co-ordination and escalation across risk control groups so that issues are identified quickly and there is adequate discussion on next steps. Rohin emphasized people and how at Telus they have built training programs using Generative AI to explain policy and controls. Ula closed by stressing the importance of empowering role models across the organization with the right tools so that no matter where you sit in the organization the culture is well understood and re-enforced.

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