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GRC Professional : GRC Spring 2011
26 grc professional • Spring 2011 WHEN ROBYN ZIINO TOOK THE JOB AS General Manager, Regulatory and Compliance for Tabcorp Wagering in 2008, she had no idea of the monumental task that was ahead of her. She was tasked with bringing one of Australia’s most well-known companies fully into the compliance world and up to speed with a rapidly changing landscape of regulation, legislation and compliance. Her ef forts, however, proved not only to be a boon to the organisation in regards to its operational efficiency but the initiatives she and her team introduced won last year’s ACI Compliance Team of the Year award. The introduction of five seemingly simple initiatives (see page 30) have improved the running of the organisation and introduced a cultural change. These initiatives included the introduction of Compliance KPIs and training for staff in both online and face-to-face formats. “I joined Tabcorp in 2008 with a mandate of change,” Ziino says. “There were major upcoming regulatory changes and compliance challenges on the horizon that we knew had to be dealt with differently than they had before. My brief was to take stock of the regulatory and compliance side of our business, get compliance on the right track and ensure it was as professional as it could be.” Ziino says as Tabcorp was a largely greenfields site with a commitment to compliance, but no compliance professional on board, the first thing she had to do was sit back and listen, and then figure out the best way to combine the varied and numerous business units of the company under one compliance umbrella. Tabcorp Tabcorp’s compliance Team has demonstrated excellence in the face of challenges such as complex gaming legislation, a workplace bullying incident and having to build compliance training from the ground up. By kEElI CAMBOurnE tabcorp had been operating with a “day by day” approach to compliance. i needed to ensure that the regulatory and compliance function was as aligned with the strategic vision of the company, as our sales and marketing program was. “Tabcorp had been operating with a ‘day by day’ approach to compliance. I needed to ensure that the regulatory and compliance function was as aligned with the strategic vision of the company, as our sales and marketing program was. I couldn’t expect to ‘turn the ship around’ immediately and I knew it would be a long task. “I started by re-building the team and re-designing the lines of communication between compliance, management and the business-focused arms of the business,” she says. Ziino says one of the biggest differences between Tabcorp and any other business in Australia is the intense scrutiny by the regulatory authorities, coupled with numerous levels of regulation. “We operate in four states under licences but we also operate in other states via the internet and so are subject to their laws as well,” she says. “In NSW and Victoria we have retail, phone and internet components of the business with more than 3500 shops in those two states – they are ef fectively small businesses in their own right and although we keep them at arm’s length we also have to educate them about the regulations and compliance issues.” Ziino says it was little things like reporting cash transactions over $10,000 that had been problematic in the past for Tabcorp and some of the successful initiatives she and her team introduced were around educating managers and staff on basic compliance issues. “We had to better understand our retail network and our contact points with our customers before we could step in and try to change the way things were done. “We knew there were new Anti-Money Laundering laws coming into effect that would alter our interaction in the oFFiCe CAse studY ROBYN ZIINO General Manager, Regulatory and Compliance, Tabcorp Wagering
GRC Summer 2012