scholarly journals CoReL: Policy-Based and Model-Driven Regulatory Compliance Management

2011 ◽  
Author(s):  
Marwane El Kharbili ◽  
Qin Ma ◽  
Pierre Kelsen ◽  
Elke Pulvermueller
Keyword(s):  
Regulatory Compliance ◽  
Compliance Management ◽  
Model Driven

Leveraging Technology to Support Enbridge’s Project Compliance During Execution

2008 ◽  
Author(s):  
Kevin D. Gerla
Keyword(s):  
Control Process ◽  
Regulatory Compliance ◽  
Project Planning ◽  
Management Process ◽  
Regulatory Requirements ◽  
Compliance Management ◽  
Available Technology ◽  
Project Lifecycle ◽  
Major Pipeline ◽  
Insight Into

Whether it is an increasingly engaged public demanding a company’s attention to project requirements and commitments or increased expectations of regulators to have project requirements and commitments documented more explicitly than ever, compliance management has become increasingly important for successful project execution. Ensuring compliance with all regulatory requirements and project commitments is Enbridge’s expectation of all its major pipeline projects. The increased focus on compliance management previously described, combined with the historically high number of major projects currently in execution or planned to be undertaken, has resulted in Enbridge enhancing how it approaches compliance. The key modifications include: 1. Implementing a standard compliance management process across all projects and embedding this process within Enbridge’s major project Lifecycle & Gating Control Process. 2. Leveraging available technology to a greater extent in terms of supporting compliance management. This paper will provide insight into Enbridge’s compliance management process, with particular focus on how software is being used to supplement and enhance the process. Specifically, details with respect to how Enbridge’s compliance software is supporting project planning, reporting and querying, notifications, controls, and documentation, all from the perspective of regulatory compliance.

scholarly journals Regulatory Compliance Management in the Professional Sport Industry: Evidence from the Italian Serie A

2018 ◽  
Vol 11 (3) ◽  
pp. 149
Author(s):  
Eugenio D’Angelo
Keyword(s):  
Regulatory Compliance ◽  
Remarkable Change ◽  
Sports Teams ◽  
Compliance Management ◽  
Before And After ◽  
Result Show ◽  
Sport Industry ◽  
European Football ◽  
Football Industry ◽  
Gathering Data

The football industry has grown consistently in the last three decades and now is capable to generate revenues for approximately 18.5 billions euros per year. Despite this growth, football teams failed to translate this opportunity into profits and financial sustainability, thus incurring in substantial losses. For this reason the Union of European Football Associations (UEFA) has issued a regulation to induce a change this behavior, reducing debt, decreasing employees costs and reaching the break event point. However, if we use the regulatory compliance management theory to analyse and predict the extent to which sports teams will comply with UEFA's financial regulations, we find that there are several reasons to believe that such compliance will not be achieved. Gathering data from Aida - Bureau van Dijk – we have investigated Italian teams compliance, comparing the economic results achieved before and after the introduction of the Financial Fair Play regulation in a nine-year period of observation. Result show that there are no significant differences in firms’ performance, thus our hypothesis has been confirmed. Furthermore, we have investigated if any remarkable change has been produced in terms of competition in the Italian major football league. Consistently with our hypothesis, results confirm that an unwilling process of concentration, in terms of on the field results, is taking place.

scholarly journals Compliance with Environmental Regulations through Complex Geo-Event Processing

2017 ◽  
Vol 20 (2) ◽  
Author(s):  
Federico Herrera ◽  
Laura González ◽  
Daniel Calegari ◽  
Bruno Rienzi
Keyword(s):  
Geographic Location ◽  
Regulatory Compliance ◽  
Event Processing ◽  
Environmental Laws ◽  
Model Driven ◽  
Compliance Requirements ◽  
Environmental Requirements ◽  
Model Driven Approach ◽  
Different Sources

In a context of e-government, there are usually regulatory compliance requirements that support systems must monitor, control and enforce. These requirements may come from environmental laws and regulations that aim to protect the natural environment and mitigate the effects of pollution on human health and ecosystems. Monitoring compliance with these requirements involves processing a large volume of data from different sources, which is a major challenge. This volume is also increased with data coming from autonomous sensors (e.g. reporting carbon emission in protected areas) and from citizens providing information (e.g. illegal dumping) in a voluntary way. Complex Event Processing (CEP) technologies allow processing large amount of event data and detecting patterns from them. However, they do not provide native support for the geographic dimension of events which is essential for monitoring requirements which apply to specific geographic areas. This paper proposes a geospatial extension for CEP that allows monitoring environmental requirements considering the geographic location of the processed data. We extend an existing platform-independent, model-driven approach for CEP adding the geographic location to events and specifying patterns using geographic operators. The use and technical feasibility of the proposal is shown through the development of a case study and the implementation of a prototype.

Communication Disordered: Program Implementation in Long-Term Care

2016 ◽  
Vol 1 (15) ◽  
pp. 64-67
Author(s):  
George Barnes ◽  
Joseph Salemi
Keyword(s):  
Program Implementation ◽  
Long Term Care ◽  
Family Satisfaction ◽  
Regulatory Compliance ◽  
Care Staff ◽  
Term Care ◽  
Staff Members ◽  
Change Policy

The organizational structure of long-term care (LTC) facilities often removes the rehab department from the interdisciplinary work culture, inhibiting the speech-language pathologist's (SLP's) communication with the facility administration and limiting the SLP's influence when implementing clinical programs. The SLP then is unable to change policy or monitor the actions of the care staff. When the SLP asks staff members to follow protocols not yet accepted by facility policy, staff may be unable to respond due to confusing or conflicting protocol. The SLP needs to involve members of the facility administration in the policy-making process in order to create successful clinical programs. The SLP must overcome communication barriers by understanding the needs of the administration to explain how staff compliance with clinical goals improves quality of care, regulatory compliance, and patient-family satisfaction, and has the potential to enhance revenue for the facility. By taking this approach, the SLP has a greater opportunity to increase safety, independence, and quality of life for patients who otherwise may not receive access to the appropriate services.

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