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The barrier to effective AI adoption in financial services is not access to the technology. It is the scarcity of the deep regulatory expertise required to make that technology behave with the precision and accountability that a regulated institution requires.",{"type":331,"content":484},[485],{"text":486,"type":336},"“In a market drowning in AI hype, our team’s superpower is their grip on reality,” he says. “The magic isn’t in the AI model itself. It’s in the rigorous, often unglamorous work our technicians and SMEs do to build the connective tissue that makes that model safe for a bank to use. We aren’t building a black box; we’re building a glass one.”",{"type":331,"content":488},[489],{"text":490,"type":336},"That commitment to transparency and traceability takes a concrete form in what Ace calls the “golden thread”: a technical audit trail that connects a legislative requirement directly to a specific data field in a client’s infrastructure. For an institution that must be able to demonstrate to a supervisor exactly why a particular compliance decision was made, this kind of end-to-end traceability is not an optional feature. It is a prerequisite for deploying AI with confidence in a regulated environment. It is also, as Nick acknowledges, exact and unglamorous work. That is precisely the point.",{"type":331,"content":492},[493],{"text":494,"type":336},"The long-term vision the team is working towards is what Nick describes as an autonomous “Regulatory Nervous System”: a system capable of processing, interpreting and operationalising regulatory change across an institution’s entire infrastructure in close to real time. The path to that vision is being built through the deliberate, verifiable automation of compliance processes today.",{"type":449,"attrs":496,"content":497},{"level":451},[498],{"text":499,"type":336},"Technical Depth, Applied to Real Complexity",{"type":331,"content":501},[502],{"text":503,"type":336},"The problems the team works on are rarely as straightforward as they first appear. Regulatory text is dense, interconnected and context-dependent in ways that generic AI approaches are not equipped to handle.",{"type":331,"content":505},[506],{"text":507,"type":336},"Luuk, senior data scientist in the team, describes the challenge of building a pipeline to generate structured regulatory requirements from new legislation. What might appear to be a summarisation task quickly reveals itself as something consideraably more demanding. Each article within a regulation contains cross-references, sometimes to other sections of the same instrument, more often to separate regulations entirely. Retrieving and correctly interpreting the context behind those references is essential to producing a complete and well-defined requirement. “Since we’re working in such a niche area, we have to come up with a lot of innovative ideas since nobody before us tried to do something like this.”",{"type":331,"content":509},[510],{"text":511,"type":336},"Rishi, also in the data science team, has worked on both the content pipeline and the process of mapping regulations to the Data Point Model, two technically distinct and demanding workstreams. “Generating clear, structured requirements from dense regulatory text requires interpretation, precision, and constant validation. Mapping regulations to the Data Point Model is a different layer of complexity, where structure, traceability, and data logic become critical.” He has also worked directly alongside clients to configure Helia for their specific regulatory and operational contexts. “Those collaborations highlight what we’re capable of as a tech team, not just building a system but shaping it, so it truly works in the real world.”",{"type":331,"content":513},[514],{"text":515,"type":336},"Harsh, Data Scientist, joined Ace as an intern in 2023 and worked on a project that has since become foundational to the platform: transforming the European Banking Authority’s Data Point Model into a knowledge graph and applying natural language processing to make it query-able in a conversational interface. At the time, the tooling ecosystem for this kind of work was still immature. Making it function reliably required sustained effort and methodical problem-solving. “The best part was the moment it started answering questions correctly. I genuinely remember celebrating small wins every time it got a complex query right.”",{"type":449,"attrs":517,"content":518},{"level":451},[519],{"text":520,"type":336},"The Value of Integrated Disciplines",{"type":331,"content":522},[523],{"text":524,"type":336},"A consistent theme across the team is the premium placed on genuine integration between regulatory expertise and technical capability. This is not a matter of process or methodology. It is a structural conviction about how trustworthy compliance technology has to be built.",{"type":331,"content":526},[527],{"text":528,"type":336},"Jakob, Technical Business Analyst, describes his function as bridging the gap between what a client needs and what a technical team can build. “My job is translating client needs into structured solution logic the team can build on. It’s a bit like being bilingual: you don’t just translate words, you translate meaning.” That bridging role is what ensures the output of the technical team remains anchored to real regulatory and operational requirements rather than to what is technically convenient.",{"type":331,"content":530},[531],{"text":532,"type":336},"Harsis, Senior Software Developer, observes that the willingness to genuinely integrate regulatory and technical knowledge is rarer than it might appear across the industry. “Most companies are risk-averse when it comes to AI. At Ace, it has been a pleasant surprise to see people embracing so many AI tools and boldly experimenting with what makes the team more productive.” He notes too those traditional ways of working, both in software development and in consultancy, are being disrupted simultaneously. Ace has chosen to navigate that disruption by combining both disciplines rather than treating them separately.",{"type":449,"attrs":534,"content":535},{"level":451},[536],{"text":537,"type":336},"Usability as a Compliance Consideration",{"type":331,"content":539},[540],{"text":541,"type":336},"The quality of a compliance tool is ultimately measured by how effectively it is used under operational conditions. An interface that is difficult to navigate or unintuitive to interpret imposes its own compliance risk, regardless of the sophistication of the system beneath it.",{"type":331,"content":543},[544,546,548],{"text":545,"type":336},"Leonie, UX Designer, works at the intersection of client insight, regulatory context and product execution. Her most significant contribution to date is a complete redesign of Helia, a cross-functional effort that reconsidered the platform’s usability from the ground up. The measure of its success came directly from clients. “What makes me most proud is the feedback from clients who told us that it genuinely makes a difference for them, that it’s not only functional, but also easy to use and visually appealing. In a landscape where many tools feel complex and purely functional, creating something that stands out in both usability and design is something I’m truly proud to have contributed to.”",{"type":547},"hard_break",{"text":549,"type":336}," In a sector where compliance tools have historically been evaluated on functional coverage alone, the quality of the user experience is increasingly recognised as a material factor in adoption, accuracy and audit-readiness.",{"type":449,"attrs":551,"content":552},{"level":451},[553],{"text":554,"type":336},"What This Means for Financial Institutions",{"type":331,"content":556},[557],{"text":558,"type":336},"For senior leaders in financial institutions evaluating AI-powered compliance solutions, the relevant questions are not primarily technical. They are about accountability: who is responsible for the output, how it can be interrogated, and whether the system will hold up under regulatory scrutiny.",{"type":331,"content":560},[561],{"text":562,"type":336},"Ace’s RegTech team has been built around precisely those questions. The regulatory knowledge is not applied after the technology is built. It is embedded in the architecture from the outset. Every output is traceable. Every capability has been developed in close collaboration with the compliance professionals who will depend on it. The ambition is significant. The foundations are substantive. And the team building them has the depth of expertise to be taken seriously.",{"type":331,"content":564},[565],{"text":566,"type":336,"marks":567},"Ace’s RegTech team develops and maintains Helia, a cutting-edge GenAI-enabled compliance workbench built for financial institutions navigating regulatory change.",[568],{"type":341},{"type":331,"content":570},[571],{"text":572,"type":336,"marks":573},"Photo: by Martine van der Voort",[574],{"type":425},"2026-07-15 12:52:25","Blog",{"id":578,"alt":408,"filename":579,"fieldtype":322},205752349242864,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F193472\u002Fc6d1ff4c00\u002Fhow-ace-makes-regulatory-ai-actually-work.jpg","RegTech & AI",{"name":582,"created_at":583,"published_at":584,"updated_at":585,"id":586,"uuid":587,"content":588,"slug":606,"full_slug":607,"sort_by_date":328,"position":608,"tag_list":609,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":611,"first_published_at":612,"release_id":328,"lang":372,"path":328,"alternates":613,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},"Nick Prince","2026-07-31T10:04:29.271Z","2026-09-01T07:36:42.229Z","2026-09-01T07:36:42.244Z",203991733374610,"06936a74-236d-4b47-b5a8-c066c2707565",{"bio":589,"_uid":595,"name":582,"role":596,"email":597,"facts":598,"phone":599,"photo":600,"quote":603,"linkedin":604,"component":605,"quote_source":9},{"type":326,"content":590},[591],{"type":331,"content":592},[593],{"text":594,"type":336},"Nick joined Ace + Company in 2017 and has led a number of engagements, ranging from Core Banking Transformations through to strategic data programmes. With more than 20 years in the IT\u002Fconsulting industry, Nick has gained significant experience across countries (New Zealand, the United Kingdom, the Netherlands), companies (Hitachi Consulting, Dimension Data, Datacraft, Thomson NZ) and business sectors (retail, media, telecommunications, financial services, government).","44ff03da-a51f-4316-a1b0-70ea7bf4785f","Partner","nick.prince@acecompany.nl",[],"06 1142 8430",{"id":601,"alt":582,"name":9,"focus":9,"title":9,"filename":602,"copyright":9,"fieldtype":322},203988286334972,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F768x960\u002F84938a6f6c\u002Fteam-nick-prince.webp","Ace RegTech allows me to combine my passions, regulatory change management, technology and management consulting, into a hybrid offering currently missing in the Regulatory Change space. I’m excited to be part of a young, ambitious team that truly wants to provide sustainable services to our clients.","https:\u002F\u002Fwww.linkedin.com\u002Fin\u002Fnick-prince-b2754a7\u002F","team_member","nick-prince","team\u002Fnick-prince",-240,[],203991674748537,"d52837d9-114c-41c4-8a96-34222867e753","2026-07-31T10:04:29.331Z",[],"The regulatory burden facing financial institutions is not a problem that will simplify itself. Each year, more than 50,000 pages of regulatory text are published globally, spanning prudential requirements, operational…","article","https:\u002F\u002Facecompany.nl\u002Fblog\u002Fhow-ace-makes-regulatory-ai-actually-work\u002F","how-ace-makes-regulatory-ai-actually-work","news\u002Fhow-ace-makes-regulatory-ai-actually-work",0,[],"cbe25b8d-add4-40e3-b102-441b3a4e52cd","2026-08-05T09:28:29.442Z",[],{"name":625,"created_at":626,"published_at":627,"updated_at":628,"id":629,"uuid":630,"content":631,"slug":779,"full_slug":780,"sort_by_date":328,"position":781,"tag_list":782,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":783,"first_published_at":784,"release_id":328,"lang":372,"path":328,"alternates":785,"default_full_slug":328,"translated_slugs":328},"Three Reasons GenAI Keeps Stalling in Financial Services","2026-08-05T09:28:31.635Z","2026-09-02T13:30:09.418Z","2026-09-02T13:30:09.441Z",205752367692581,"a58ee831-1e20-418e-a927-2d54e5783b32",{"_uid":632,"body":633,"date":761,"kind":762,"image":763,"title":625,"topic":580,"author":766,"summary":777,"component":615,"source_url":778},"ada5060b-bcaa-40c9-9003-c28d5564d547",{"type":326,"content":634},[635,639,649,653,657,661,665,670,674,684,694,712,717,721,725,729,739,743,747,751],{"type":331,"content":636},[637],{"text":638,"type":336},"Across regulatory change, risk, finance, governance and delivery, the work today is increasingly narrative-driven, interpretation-heavy, overwhelmingly text-based, and documented for audit rather than speed. A large part of the job is no longer executing transactions, but reading, interpreting, aligning and documenting.",{"type":331,"content":640},[641,643,647],{"text":642,"type":336},"Without explicitly deciding to, financial institutions ",{"text":644,"type":336,"marks":645},"have become knowledge factories",[646],{"type":425},{"text":648,"type":336},", not transaction factories.",{"type":331,"content":650},[651],{"text":652,"type":336},"This is why the current wave of GenAI is often misunderstood. It is not revolutionary because it suddenly “thinks like a human”. It is impactful because the work itself has evolved into something GenAI is inherently good at.",{"type":331,"content":654},[655],{"text":656,"type":336},"Modern financial institution’s work requires processing large volumes of text, interpreting meaning consistently across documents, drafting and redrafting content, and retaining context across iterations and stakeholders. These are exactly the capabilities GenAI brings.",{"type":331,"content":658},[659],{"text":660,"type":336},"At the same time, financial institutions struggle to scale one thing: expertise. Senior experts spend a disproportionate amount of time rereading similar material, re-explaining decisions, rewriting comparable content, and revalidating what was already agreed. The bottleneck is not decision-making. It is getting to shared understanding.",{"type":331,"content":662},[663],{"text":664,"type":336},"GenAI does not replace judgement. It collapses the cost of understanding. And that is why this moment matters. Not because AI has fundamentally changed, but because financial work has quietly become structured in a way that allows AI to plug in directly.",{"type":449,"attrs":666,"content":667},{"level":451},[668],{"text":669,"type":336},"So why are most institutions still stuck?",{"type":331,"content":671},[672],{"text":673,"type":336},"Despite the clarity of the opportunity, the majority of financial institutions are still early-stage when it comes to operational adoption. And when you look closely at why, three patterns keep appearing.",{"type":331,"content":675},[676,678,682],{"text":677,"type":336},"The first is ",{"text":679,"type":336,"marks":680},"waiting",[681],{"type":425},{"text":683,"type":336},". The instinct to hold back until conditions are perfect is understandable in a regulated environment. Regulatory frameworks are still evolving. The technology keeps moving. The stakes are high. But waiting does not reduce risk. It relocates it. In practice, it pushes GenAI activity into the shadow: employees using personal devices outside any oversight or organisational learning. The institution does not stop experimenting. It just loses visibility over what is being done.",{"type":331,"content":685},[686,688,692],{"text":687,"type":336},"The second is ",{"text":689,"type":336,"marks":690},"pilot fragmentation",[691],{"type":425},{"text":693,"type":336},". Many institutions have run multiple proofs of concept, each with a sponsor, a use case, and an impressive demo. But somewhere between proof of concept and production, progress stalls. Not because the technology failed. Not because the use case was wrong. But because nobody defined what came next. No operating model, no named owner for adoption, no shared measure of success. The pilot was designed to prove the technology. Not to survive the organisation.",{"type":331,"content":695},[696,698,702,704,710],{"text":697,"type":336},"The third is ",{"text":699,"type":336,"marks":700},"tool-led thinking",[701],{"type":425},{"text":703,"type":336},". With Gen-AI in particular, there is a strong pull to resolve platform, partnership, and data architecture questions before the business has generated enough evidence of value, or has defined their target vision\u002Frequirements. The instinct is understandable: IT teams are accountable for resilience, third-party risk under ",{"text":705,"type":336,"marks":706},"DORA",[707],{"type":439,"attrs":708},{"href":709,"uuid":328,"anchor":328,"target":442,"linktype":12},"\u002Fsolutions\u002Fdora",{"text":711,"type":336},", and the eventual cost of scale, and a coherent foundation feels like the responsible starting point. But pre-committing to a shared data layer, a primary model partner, or an enterprise-wide orchestration platform before pilots have run forces strategic decisions in an information vacuum. Business teams wait for foundations they cannot yet specify; technology teams build for requirements that have not yet surfaced. What we commonly see are well-intentioned programmes attempting to answer enterprise-architecture questions during what should be cheap, fast learning cycles. The result is slower pilots, higher sunk cost, and platform choices that often need to be revisited once the actual use cases reveal themselves.",{"type":449,"attrs":713,"content":714},{"level":451},[715],{"text":716,"type":336},"A deliberate path from ambition to action",{"type":331,"content":718},[719],{"text":720,"type":336},"The organisations making genuine progress share one thing: they did not try to solve the technology challenge, the governance challenge, and the people challenge one at a time. They moved across all of these dimensions in parallel.",{"type":331,"content":722},[723],{"text":724,"type":336},"Working with financial institutions on exactly this challenge, we have found that six weeks is enough time to move from a broad GenAI ambition to a prioritised, defensible portfolio of use cases ready to mobilise. Not a roadmap in theory. A portfolio in practice, with a clear rationale for what to pursue first, what to defer, and what to set aside entirely.",{"type":331,"content":726},[727],{"text":728,"type":336},"The key is a process that rates each use case transparently against measurable criteria: strategic relevance, feasibility, risk proportionality, and return on investment. In a regulated environment, the decision about which use cases to move forward with needs to be explainable, not just to leadership but to the second line and to auditors. Defensibility is not a compliance requirement bolted on afterwards. It is a design principle from the start.",{"type":331,"content":730},[731,733,737],{"text":732,"type":336},"We structure this as a ",{"text":734,"type":336,"marks":735},"dual-velocity approach",[736],{"type":425},{"text":738,"type":336},". One track starts fast: a small number of internal, low-risk use cases that deliver visible productivity gains and give senior experts hands-on exposure to what GenAI actually does in practice. The other builds the foundations in parallel: governance frameworks, data controls, reusable architecture patterns, and clear lines of accountability. Not one, then the other. Both, at once.",{"type":331,"content":740},[741],{"text":742,"type":336},"The goal is not transformation at scale from day one. It is controlled learning that compounds. Because what we consistently find is that the first use case going live is rarely the thing that unlocks momentum. What unlocks momentum is the organisation finally having a shared language, a transparent basis for its decisions, and a sequenced plan that leadership can stand behind.",{"type":331,"content":744},[745],{"text":746,"type":336},"Humans remain accountable, decision-makers and supervisors throughout. But they no longer need to carry the full burden of getting to understanding.",{"type":331,"content":748},[749],{"text":750,"type":336},"If the ambition is clear but the path is not, that is exactly where a structured, deliberate start delivers the most value. Start small, experiment deliberately, and build an approach that is controlled, defensible, and built to scale.",{"type":331,"content":752},[753,759],{"text":754,"type":336,"marks":755},"Reach out to us",[756],{"type":439,"attrs":757},{"href":758,"uuid":328,"anchor":328,"target":328,"linktype":102},"https:\u002F\u002Facecompany.nl\u002Fcontact\u002F",{"text":760,"type":336}," to find out how we can help you make real meaningful progress with GenAI in your organization.","2026-05-26 11:58:24","News",{"id":764,"alt":625,"filename":765,"fieldtype":322},205752361158129,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F78308\u002Fa62a9ad478\u002Fthree-reasons-genai-keeps-stalling-in-financial-services.jpg",{"name":582,"created_at":583,"published_at":584,"updated_at":585,"id":586,"uuid":587,"content":767,"slug":606,"full_slug":607,"sort_by_date":328,"position":608,"tag_list":775,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":611,"first_published_at":612,"release_id":328,"lang":372,"path":328,"alternates":776,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},{"bio":768,"_uid":595,"name":582,"role":596,"email":597,"facts":773,"phone":599,"photo":774,"quote":603,"linkedin":604,"component":605,"quote_source":9},{"type":326,"content":769},[770],{"type":331,"content":771},[772],{"text":594,"type":336},[],{"id":601,"alt":582,"name":9,"focus":9,"title":9,"filename":602,"copyright":9,"fieldtype":322},[],[],"Across regulatory change, risk, finance, governance and delivery, the work today is increasingly narrative-driven, interpretation-heavy, overwhelmingly text-based, and documented for audit rather than speed. A large part…","https:\u002F\u002Facecompany.nl\u002Fnews\u002Fthree-reasons-genai-keeps-stalling-in-financial-services\u002F","three-reasons-genai-keeps-stalling-in-financial-services","news\u002Fthree-reasons-genai-keeps-stalling-in-financial-services",-10,[],"e2754645-c29a-48b9-a74f-76d57dbcab6f","2026-08-05T09:28:31.697Z",[],{"name":787,"created_at":788,"published_at":789,"updated_at":790,"id":791,"uuid":792,"content":793,"slug":977,"full_slug":978,"sort_by_date":328,"position":979,"tag_list":980,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":981,"first_published_at":982,"release_id":328,"lang":372,"path":328,"alternates":983,"default_full_slug":328,"translated_slugs":328},"Financial Institutions Seek Improvements in CSRD Reporting, GenAI Offers Solutions","2026-08-05T09:28:50.722Z","2026-09-02T13:26:52.643Z","2026-09-02T13:26:52.659Z",205752445874307,"a7688d97-81d9-49b4-911e-6b75bd20711d",{"_uid":794,"body":795,"date":898,"kind":762,"image":899,"title":787,"topic":580,"author":904,"summary":975,"component":615,"source_url":976},"cd8d0ac5-b87c-4188-ac45-bab0badcb51a",{"type":326,"content":796},[797,814,819,823,828,835,840,844,849,853,857,862,869,874,878],{"type":331,"content":798},[799,803,810],{"text":800,"type":336,"marks":801},"Now that the first ",[802],{"type":341},{"text":804,"type":336,"marks":805},"CSRD",[806,807],{"type":341},{"type":439,"attrs":808},{"href":809,"uuid":328,"anchor":328,"target":442,"linktype":12},"\u002Fsolutions\u002Fesg",{"text":811,"type":336,"marks":812}," reports have been submitted, many financial institutions face a new challenge: how can a one-off effort be embedded into a sustainable, annual process? Research by ACE + Company shows that financial institutions are grappling with recurring bottlenecks such as data issues, increased workload, and legal uncertainty. At the same time, innovative solutions are emerging. “The foundation is in place. The next step is a structural, efficient reporting cycle, potentially supported by GenAI,” says Rens Krediet, researcher on behalf of ACE + Company.",[813],{"type":341},{"type":449,"attrs":815,"content":816},{"level":451},[817],{"text":818,"type":336},"Data Issues and Manual Work in the First CSRD Cycle",{"type":331,"content":820},[821],{"text":822,"type":336},"The first CSRD cycle has exposed numerous procedural and content-related challenges. Many institutions struggle with missing or inconsistent ESG data, often due to a lack of clear data definitions and lineage. These processes are largely manual. Most data flows still need to be established, potentially involving up to 1,200 data points. This creates a significant effort to understand what each data point means, where the data can be sourced, and how it moves from point A to B. This manual handling has raised concerns about data quality. Krediet explains, “GenAI-driven solutions, such as ACE + Company’s RegAI Helia, could truly offer a way forward in the future.”",{"type":449,"attrs":824,"content":825},{"level":451},[826],{"text":827,"type":336},"Towards a Professional Second Cycle",{"type":331,"content":829},[830,832,833],{"text":831,"type":336},"For upcoming reporting years, further professionalisation is essential. This includes data automation, centralised data intake platforms, and clearly defined RACI structures with traceable data flows. The research shows that organisations are currently relying on transitional structures. They begin by experimenting with innovative technologies within temporary teams and selected departments. This phased approach helps refine methods before they are integrated into the wider organisation.",{"type":547},{"text":834,"type":336}," Organisations are also investing more internally. While external consultants played a major role in the first cycle, the focus is now shifting towards internal staff. As one research participant noted, “We’re currently internalising work that was previously outsourced, so we can become self-sufficient in the long run.” This shift helps to embed CSRD into the daily operations of financial institutions.",{"type":449,"attrs":836,"content":837},{"level":451},[838],{"text":839,"type":336},"Embedding CSRD in the Organisation",{"type":331,"content":841},[842],{"text":843,"type":336},"Besides embedding the CSRD reporting cycle, organisations are also working to incorporate CSRD into their broader risk and control frameworks. This helps to ensure ongoing progress and day-to-day relevance. However, this is a major task. The legislation must be compared to a wide range of existing policies to identify overlaps, gaps, or duplication. Here too, Krediet sees potential for GenAI. “Thanks to GenAI, this kind of work can now be carried out much more efficiently and with shorter turnaround times.”",{"type":449,"attrs":845,"content":846},{"level":451},[847],{"text":848,"type":336},"Slow Progress Around CSRD",{"type":331,"content":850},[851],{"text":852,"type":336},"Staff responsible for contributing to the reports commonly view CSRD as a burden due to the additional workload. This can cause resistance within the CSRD process. However, according to the research, this tends to ease as familiarity increases and processes improve.",{"type":331,"content":854},[855],{"text":856,"type":336},"Furthermore, the arrival of the Omnibus Directive has led many future improvements to be put on hold. This may reduce short-term investment costs, but it also slows down the learning process needed to improve efficiency for the second cycle. Another consequence of this uncertainty is that staff and leadership have deprioritized making improvements to the process. As one participant shared, “We’re still trying to sell the importance of CSRD internally.”",{"type":449,"attrs":858,"content":859},{"level":451},[860],{"text":861,"type":336},"External Pressure",{"type":331,"content":863},[864,866,867],{"text":865,"type":336},"The legislation requires sustainability reports to be reviewed through limited assurance as part of the annual report. This requirement has raised awareness within finance teams. One participant remarked, “Once audit got involved, resources became available.” The audit requirement acts as a lever to ensure CSRD is taken seriously at an organisational level.",{"type":547},{"text":868,"type":336}," Institutions are not only responding to legal pressure but also benchmarking themselves against peers. Observing other banks and joining market initiatives plays an important role in identifying ways to improve their own reporting processes.",{"type":449,"attrs":870,"content":871},{"level":451},[872],{"text":873,"type":336},"GenAI as a Catalyst",{"type":331,"content":875},[876],{"text":877,"type":336},"Although CSRD implementation is not purely a technical challenge, the research shows that generative AI can significantly accelerate and structure the process. GenAI can support implementation of an ESG data model aligned with both internal and external guidelines. This helps ensure consistent terminology and definitions. It can also be used to check whether data meets the required criteria, which avoids time-consuming manual validation. Another benefit is the ability to link policy documents and control frameworks to CSRD requirements, helping organisations identify overlap, gaps, or duplicates. GenAI can also be used to monitor legislative updates, such as the Omnibus, and translate them into reporting implications.",{"type":331,"content":879},[880,882,888,890,896],{"text":881,"type":336},"By supporting repetitive and error-prone tasks, GenAI not only speeds up the reporting process, but it also makes it scalable and future-proof. ACE + Company is at the forefront of this development with its ",{"text":883,"type":336,"marks":884},"Helia platform",[885],{"type":439,"attrs":886},{"href":887,"uuid":328,"anchor":328,"target":328,"linktype":102},"https:\u002F\u002Facecompany.nl\u002Fhelia\u002F",{"text":889,"type":336}," for financial institutions. This AI-native solution helps ACE clients automate up to 90 percent of the manual work involved in implementing new regulations such as CSRD. It offers a direct solution to one of the biggest challenges faced by regulated institutions: conducting in-depth ",{"text":891,"type":336,"marks":892},"impact assessments",[893],{"type":439,"attrs":894},{"href":895,"uuid":328,"anchor":328,"target":442,"linktype":12},"\u002Fhelia\u002Fimpact-assessment",{"text":897,"type":336}," and translating complex legislations into their business-as-usual operations.","2026-04-30 00:00",{"id":900,"alt":901,"name":9,"focus":9,"title":9,"source":9,"filename":902,"copyright":9,"fieldtype":322,"meta_data":903,"is_external_url":26},211490334924135,"The Ace logo and wordmark over a blue and orange gradient","https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F911x683\u002Ffc6d8f0054\u002Fbrand-logo-on-gradient.png",{},{"name":905,"created_at":906,"published_at":907,"updated_at":908,"id":909,"uuid":910,"content":911,"slug":969,"full_slug":970,"sort_by_date":328,"position":375,"tag_list":971,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":972,"first_published_at":973,"release_id":328,"lang":372,"path":328,"alternates":974,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},"Rens Krediet","2026-07-31T10:04:30.427Z","2026-09-01T07:36:43.229Z","2026-09-01T07:36:43.241Z",203991738097300,"af111b28-7821-4a5f-9ed8-5963149f1438",{"bio":912,"_uid":930,"name":905,"role":931,"email":932,"facts":933,"phone":962,"photo":963,"quote":966,"linkedin":967,"component":605,"quote_source":968},{"type":326,"content":913},[914,918,922,926],{"type":331,"content":915},[916],{"text":917,"type":336},"This quote reflects my view of change as essential, both in life and business. As our surroundings change, organizations must continually adjust to new challenges and opportunities to optimally navigate their environment.",{"type":331,"content":919},[920],{"text":921,"type":336},"With a completed Master degree in Leadership & Change Management, it will not be a surprise that I have a deep interest in change and organizational transformations. With my analytical view, eye for detail, and goal-oriented mindset I bring fresh energy to complex matters.",{"type":331,"content":923},[924],{"text":925,"type":336},"I get the most energy from working towards a goal together with others. The personal connection and teamwork within projects keep me enthusiastic, and once we achieve the desired outcome together, I feel proud of what we accomplished.",{"type":331,"content":927},[928],{"text":929,"type":336},"In my spare time, I like to be active by either running, rowing, or going to the gym. I also enjoy challenges, such as playing chess or tackling puzzle books.","06ce407b-243c-4cfb-b5b5-04ff1aae2943","Business Analyst","rens.krediet@acecompany.nl",[934,944,953],{"_uid":935,"label":936,"value":937,"component":943},"2d424016-ff57-4cb2-a591-6602887d9d3d","Previous",{"type":326,"content":938},[939],{"type":331,"content":940},[941],{"text":942,"type":336},"Intern at ACE + Company, Research project: Post-Implementation of CSRD in financial institutions","team_fact",{"_uid":945,"label":946,"value":947,"component":943},"6dd7b6cf-1132-494e-8f2a-27d5a935daf6","Expertise",{"type":326,"content":948},[949],{"type":331,"content":950},[951],{"text":952,"type":336},"(Regulatory) Change Management | Sustainable Finance",{"_uid":954,"label":955,"value":956,"component":943},"f1136aca-2673-41b4-b3f6-6e5b3367c909","Education",{"type":326,"content":957},[958],{"type":331,"content":959},[960],{"text":961,"type":336},"MSc Business Administration: Leadership & Change Management, Vrije Universiteit Amsterdam. BSc Business and Consumer Studies, Wageningen University & Research","+31 6 37453109",{"id":964,"alt":905,"name":9,"focus":9,"title":9,"filename":965,"copyright":9,"fieldtype":322},203988295608319,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F768x960\u002Fe6039c2f58\u002Fteam-rens-krediet.webp","The art of life is a constant readjustment to our surroundings","https:\u002F\u002Fwww.linkedin.com\u002Fin\u002Frenskrediet\u002F","Kakuzo Okakura","rens-krediet","team\u002Frens-krediet",[],"940051dc-ca54-4a08-8e54-af9573c7b962","2026-07-31T10:04:30.469Z",[],"Now that the first CSRD reports have been submitted, many financial institutions face a new challenge: how can a one-off effort be embedded into a sustainable, annual process? Research by ACE + Company shows that…","https:\u002F\u002Facecompany.nl\u002Fblog\u002Fsustainable-finance\u002Ffrom-reporting-to-routine\u002F","from-reporting-to-routine","news\u002Ffrom-reporting-to-routine",-90,[],"ca12b471-0f71-4e69-90b3-aa1d14d355f3","2026-08-05T09:28:50.772Z",[],{"name":985,"created_at":986,"published_at":987,"updated_at":988,"id":989,"uuid":990,"content":991,"slug":1183,"full_slug":1184,"sort_by_date":328,"position":1185,"tag_list":1186,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":1187,"first_published_at":1188,"release_id":328,"lang":372,"path":328,"alternates":1189,"default_full_slug":328,"translated_slugs":328},"Ace joins the AI Coalition Netherlands","2026-08-05T09:28:33.595Z","2026-09-02T13:24:31.095Z","2026-09-02T13:24:31.110Z",205752375720844,"75467107-49ad-4e69-8e71-a467c29dd59e",{"_uid":992,"body":993,"date":1109,"kind":762,"image":1110,"title":985,"topic":9,"author":1113,"summary":1181,"component":615,"source_url":1182},"fc9374a9-bd67-4208-bc34-27ee1d6a339b",{"type":326,"content":994},[995,1027,1051,1063,1068,1072,1100,1105],{"type":331,"content":996},[997,1002,1004,1011,1013,1017,1019,1025],{"text":998,"type":336,"marks":999},"Amsterdam, April 2026",[1000,1001],{"type":341},{"type":425},{"text":1003,"type":336},": ",{"text":1005,"type":336,"marks":1006},"Ace + Company",[1007],{"type":439,"attrs":1008},{"href":1009,"uuid":328,"anchor":328,"target":1010,"linktype":102},"https:\u002F\u002Faic4nl.nl\u002Fdeelnemers\u002Face-company\u002F","_blank",{"text":1012,"type":336},", a RegTech and consultancy firm focused on ",{"text":434,"type":336,"marks":1014},[1015],{"type":439,"attrs":1016},{"href":441,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":1018,"type":336},", compliance and data in the financial sector, has joined the ",{"text":1020,"type":336,"marks":1021},"AI Coalition for the Netherlands",[1022],{"type":439,"attrs":1023},{"href":1024,"uuid":328,"anchor":328,"target":1010,"linktype":102},"https:\u002F\u002Faic4nl.nl",{"text":1026,"type":336}," (AIC4NL). With its growing GenAI capabilities, Ace aims to support the development of safe and practical AI applications for regulated industries.",{"type":331,"content":1028},[1029,1031,1035,1037,1041,1043,1049],{"text":1030,"type":336},"Ace offers a GenAI-enabled compliance workbench used by regulated institutions to interpret regulation, automate documentation and maintain continuous compliance with European frameworks such as ",{"text":705,"type":336,"marks":1032},[1033],{"type":439,"attrs":1034},{"href":709,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":1036,"type":336},", ",{"text":804,"type":336,"marks":1038},[1039],{"type":439,"attrs":1040},{"href":809,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":1042,"type":336}," and the ",{"text":1044,"type":336,"marks":1045},"AI Act",[1046],{"type":439,"attrs":1047},{"href":1048,"uuid":328,"anchor":328,"target":442,"linktype":12},"\u002Fsolutions\u002Fai-act",{"text":1050,"type":336},". Joining AIC4NL enables Ace to share its practical experience and contribute to initiatives that help organisations apply AI responsibly.",{"type":331,"content":1052},[1053,1055,1061],{"text":1054,"type":336},"“Financial institutions need AI solutions that are reliable, explainable and ROI-positive, which actually deliver value today.” says Arthur Willigenburg, CEO Ace + Company. “By joining AIC4NL, we can put forward successful real world use case examples, help shape concrete standards and best practices that support ",{"text":1056,"type":336,"marks":1057},"responsible AI",[1058],{"type":439,"attrs":1059},{"href":1060,"uuid":328,"anchor":328,"target":442,"linktype":12},"\u002Fservices\u002Fresponsible-ai",{"text":1062,"type":336}," adoption across the sector.”",{"type":449,"attrs":1064,"content":1065},{"level":451},[1066],{"text":1067,"type":336},"Ace + Company’s contribution to AIC4NL",{"type":331,"content":1069},[1070],{"text":1071,"type":336},"Ace will contribute by:",{"type":1073,"content":1074},"bullet_list",[1075,1082,1088,1094],{"type":1076,"content":1077},"list_item",[1078],{"type":331,"content":1079},[1080],{"text":1081,"type":336},"sharing real use cases of GenAI in regulatory change and compliance",{"type":1076,"content":1083},[1084],{"type":331,"content":1085},[1086],{"text":1087,"type":336},"supporting work on responsible and auditable AI in supervised environments",{"type":1076,"content":1089},[1090],{"type":331,"content":1091},[1092],{"text":1093,"type":336},"contributing knowledge on AI governance and alignment with EU regulations",{"type":1076,"content":1095},[1096],{"type":331,"content":1097},[1098],{"text":1099,"type":336},"collaborating with other members to develop practical tools and guidelines for industry adoption",{"type":449,"attrs":1101,"content":1102},{"level":451},[1103],{"text":1104,"type":336},"About the AI Coalition for the Netherlands",{"type":331,"content":1106},[1107],{"text":1108,"type":336},"The AI Coalition for the Netherlands (AIC4NL) is the national public-private community working to accelerate the responsible development and use of AI. As the largest AI community in the country, it brings together companies, research institutes and public organisations. Through a network of regional AI hubs, AIC4NL connects local, national and international partners and strengthens the Netherlands’ position in AI, including through the AiNed programme.","2026-04-08 13:55:34",{"id":1111,"alt":985,"filename":1112,"fieldtype":322},205752370157043,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F34108\u002Fdd0c6ec135\u002Face-joins-the-ai-coalition-netherlands.png",{"name":1114,"created_at":1115,"published_at":1116,"updated_at":1117,"id":1118,"uuid":1119,"content":1120,"slug":1174,"full_slug":1175,"sort_by_date":328,"position":1176,"tag_list":1177,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":1178,"first_published_at":1179,"release_id":328,"lang":372,"path":328,"alternates":1180,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},"Loïs van Diggele","2026-07-31T10:04:24.701Z","2026-08-26T07:44:27.646Z","2026-08-26T07:44:27.664Z",203991714647690,"f1458f80-0e26-4c84-a3f8-43b61d26443f",{"bio":1121,"_uid":1139,"name":1114,"role":1140,"email":1141,"facts":1142,"phone":9,"photo":1168,"quote":1171,"linkedin":1172,"component":605,"quote_source":1173},{"type":326,"content":1122},[1123,1127,1131,1135],{"type":331,"content":1124},[1125],{"text":1126,"type":336},"At Ace, I shape how we present ourselves to the world. I enjoy translating complex regulatory and technological topics into stories that people can actually understand and engage with. Whether it’s through digital marketing, storytelling, or strategic campaigns, I like finding creative ways to make complicated ideas accessible and meaningful.",{"type":331,"content":1128},[1129],{"text":1130,"type":336},"My work often sits at the intersection of marketing, innovation, and strategy. I contribute to how new initiatives are introduced to the market, how our brand evolves, and how we communicate the value of our work in regulatory change and RegTech. Seeing an idea move from concept to something tangible, whether that’s a campaign, a new proposition, or a refined brand story, is what energizes me most.",{"type":331,"content":1132},[1133],{"text":1134,"type":336},"I’m motivated by projects that create real impact. Bringing people together, building something new, and seeing ideas resonate with the outside world is what makes the work rewarding for me.",{"type":331,"content":1136},[1137],{"text":1138,"type":336},"Outside of work, I enjoy spending time outdoors with my dog and discovering new places, but I equally appreciate a relaxed day with a good movie or series. I love connecting with people, whether over great food, deep conversations, or spontaneous plans. Inspiration often comes from the small, everyday moments.","4ab90192-1add-4792-ba36-ce7bc482cbee","Marketing Specialist","lois.van.diggele@acecompany.nl",[1143,1152,1160],{"_uid":1144,"label":1145,"value":1146,"component":943},"423d57bd-1718-4ce9-863d-7d46fc063614","Previously",{"type":326,"content":1147},[1148],{"type":331,"content":1149},[1150],{"text":1151,"type":336},"B2B Content Marketeer at Adchieve and Firefly, with experience in freelance content creation and an internship at Westwing",{"_uid":1153,"label":946,"value":1154,"component":943},"8084354e-d0d4-42cd-908f-0341c2fbee47",{"type":326,"content":1155},[1156],{"type":331,"content":1157},[1158],{"text":1159,"type":336},"digital marketing, branding, storytelling, and content strategy",{"_uid":1161,"label":955,"value":1162,"component":943},"e2aac302-c816-49ba-9eb5-071195d9bafc",{"type":326,"content":1163},[1164],{"type":331,"content":1165},[1166],{"text":1167,"type":336},"Bachelor of Business Administration (BBA) in International Business at Hogeschool Utrecht",{"id":1169,"alt":1114,"name":9,"focus":9,"title":9,"filename":1170,"copyright":9,"fieldtype":322},203988248094704,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F768x960\u002F45447a4291\u002Fteam-lois-van-diggele.webp","Never believe that a few caring people can’t change the world. For, indeed, that’s all who ever have.","https:\u002F\u002Fwww.linkedin.com\u002Fin\u002Flois-eunice\u002F","Margaret Mead","lois-van-diggele","team\u002Flois-van-diggele",-160,[],"454ca249-26ef-4f89-b30e-ae391532f9dc","2026-07-31T10:04:24.740Z",[],"Amsterdam, April 2026, Ace + Company , a RegTech and consultancy firm focused on regulatory change, compliance and data in the financial sector, has joined the AI Coalition for the Netherlands (AIC4NL). With its growing…","https:\u002F\u002Facecompany.nl\u002Fnews\u002Face-joins-the-ai-coalition-netherlands\u002F","ace-joins-the-ai-coalition-netherlands","news\u002Face-joins-the-ai-coalition-netherlands",-20,[],"590b1b32-8163-42b8-b41a-100e0376f321","2026-08-05T09:28:33.639Z",[],{"name":1191,"created_at":1192,"published_at":1193,"updated_at":1194,"id":1195,"uuid":1196,"content":1197,"slug":1464,"full_slug":1465,"sort_by_date":328,"position":1466,"tag_list":1467,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":1468,"first_published_at":1469,"release_id":328,"lang":372,"path":328,"alternates":1470,"default_full_slug":328,"translated_slugs":328},"Our Practical Inspiration Session: AI in Risk & Compliance","2026-08-05T09:28:35.838Z","2026-09-02T13:34:25.461Z","2026-09-02T13:34:25.475Z",205752384904287,"fbb8c246-a846-45f7-968c-2f5fd518cb07",{"_uid":1198,"body":1199,"date":1419,"kind":762,"image":1420,"title":1191,"topic":9,"author":1424,"summary":1462,"component":615,"source_url":1463},"8f3ae705-6a25-4a49-82e1-d047dcbd9a68",{"type":326,"content":1200},[1201,1205,1231,1242,1246,1251,1255,1259,1285,1289,1318,1322,1327,1331,1350,1354,1359,1407],{"type":331,"content":1202},[1203],{"text":1204,"type":336},"Across the financial industry, one question keeps coming back: what can AI realistically do in risk and compliance today? Much of the conversation around AI still focuses on technology. Yet the real shift is happening somewhere else. Over the past decade, the financial industry has quietly transformed from a transaction-driven industry into a knowledge-driven one. Work across risk, compliance, finance and regulatory change is increasingly:",{"type":1073,"content":1206},[1207,1213,1219,1225],{"type":1076,"content":1208},[1209],{"type":331,"content":1210},[1211],{"text":1212,"type":336},"text-heavy",{"type":1076,"content":1214},[1215],{"type":331,"content":1216},[1217],{"text":1218,"type":336},"interpretation-driven",{"type":1076,"content":1220},[1221],{"type":331,"content":1222},[1223],{"text":1224,"type":336},"dependent on scarce expert judgement",{"type":1076,"content":1226},[1227],{"type":331,"content":1228},[1229],{"text":1230,"type":336},"documented extensively for audit and oversight",{"type":331,"content":1232},[1233,1235,1240],{"text":1234,"type":336},"This is exactly why the current wave of Generative AI feels different. Not because the technology suddenly became intelligent, but because the nature of ",{"text":216,"type":336,"marks":1236},[1237],{"type":439,"attrs":1238},{"href":1239,"uuid":328,"anchor":328,"target":442,"linktype":12},"\u002Fbanking",{"text":1241,"type":336}," work has become AI-shaped. GenAI excels at processing large volumes of text, interpreting context and supporting drafting, analysis and review. In other words, it aligns with how work in financial institutions is actually performed today.",{"type":331,"content":1243},[1244],{"text":1245,"type":336},"At the same time, banks face another structural constraint: expertise does not scale easily. Senior risk and compliance experts spend significant time re-reading documents, revalidating interpretations and rewriting similar material across regulatory programmes. AI does not replace that judgement. Instead, it reduces the cost of understanding, allowing experts to supervise more work, align earlier with stakeholders and reduce late-stage rework.",{"type":449,"attrs":1247,"content":1248},{"level":451},[1249],{"text":1250,"type":336},"What leading banks and financial institutions are already doing",{"type":331,"content":1252},[1253],{"text":1254,"type":336},"Across the industry, banks are embedding GenAI into day-to-day workflows rather than running isolated pilots.",{"type":331,"content":1256},[1257],{"text":1258,"type":336},"Examples include:",{"type":1073,"content":1260},[1261,1267,1273,1279],{"type":1076,"content":1262},[1263],{"type":331,"content":1264},[1265],{"text":1266,"type":336},"Accelerating regulatory analysis and obligation mapping",{"type":1076,"content":1268},[1269],{"type":331,"content":1270},[1271],{"text":1272,"type":336},"Supporting KYC operations and case handling",{"type":1076,"content":1274},[1275],{"type":331,"content":1276},[1277],{"text":1278,"type":336},"Drafting and reviewing policy documentation",{"type":1076,"content":1280},[1281],{"type":331,"content":1282},[1283],{"text":1284,"type":336},"Improving transaction monitoring workflows",{"type":331,"content":1286},[1287],{"text":1288,"type":336},"These applications are already showing tangible benefits:",{"type":1290,"attrs":1291,"content":1293},"ordered_list",{"order":1292},1,[1294,1300,1306,1312],{"type":1076,"content":1295},[1296],{"type":331,"content":1297},[1298],{"text":1299,"type":336},"shorter cycle times for text-heavy processes",{"type":1076,"content":1301},[1302],{"type":331,"content":1303},[1304],{"text":1305,"type":336},"better consistency in regulatory interpretation",{"type":1076,"content":1307},[1308],{"type":331,"content":1309},[1310],{"text":1311,"type":336},"reduced operational bottlenecks",{"type":1076,"content":1313},[1314],{"type":331,"content":1315},[1316],{"text":1317,"type":336},"more efficient use of scarce subject matter expertise",{"type":331,"content":1319},[1320],{"text":1321,"type":336},"But capturing these benefits requires more than experimentation. AI capabilities need to be embedded in governance structures, risk frameworks and operating models to ensure they are safe, explainable and aligned with regulatory expectations.",{"type":449,"attrs":1323,"content":1324},{"level":451},[1325],{"text":1326,"type":336},"Our AI inspiration session",{"type":331,"content":1328},[1329],{"text":1330,"type":336},"To explore these developments in a practical setting, Ace hosted a short AI inspiration session focused specifically on risk and compliance in financial institutions.",{"type":331,"content":1332},[1333,1337,1338,1340,1342,1343,1344,1346,1347,1348],{"text":1334,"type":336,"marks":1335},"The Art of the Possible: AI in Risk & Compliance",[1336],{"type":425},{"type":547},{"text":1339,"type":336}," ",{"text":1341,"type":336}," 27 March 2026",{"type":547},{"text":1339,"type":336},{"text":1345,"type":336}," 17:00-18:00",{"type":547},{"text":1339,"type":336},{"text":1349,"type":336}," Ace office: WTC Amsterdam (Tower 1, 19th floor)",{"type":331,"content":1351},[1352],{"text":1353,"type":336},"Hosted by Mehul and Frank, the session focused on practical examples and real use cases rather than theory.",{"type":449,"attrs":1355,"content":1356},{"level":451},[1357],{"text":1358,"type":336},"Agenda",{"type":1290,"attrs":1360,"content":1361},{"order":1292},[1362,1372,1382],{"type":1076,"content":1363},[1364,1368],{"type":331,"content":1365},[1366],{"text":1367,"type":336},"AI in banking today ",{"type":331,"content":1369},[1370],{"text":1371,"type":336},"Key developments shaping how financial institutions approach AI",{"type":1076,"content":1373},[1374,1378],{"type":331,"content":1375},[1376],{"text":1377,"type":336},"Industry use cases ",{"type":331,"content":1379},[1380],{"text":1381,"type":336},"How leading banks are applying GenAI across risk, compliance and regulatory workflows",{"type":1076,"content":1383},[1384,1392,1403],{"type":331,"content":1385},[1386,1388],{"text":1387,"type":336},"Practical example: ",{"text":98,"type":336,"marks":1389},[1390],{"type":439,"attrs":1391},{"href":471,"uuid":328,"anchor":328,"target":442,"linktype":12},{"type":331,"content":1393},[1394,1396,1401],{"text":1395,"type":336}," A walkthrough of how AI can support ",{"text":1397,"type":336,"marks":1398},"regulatory change management",[1399],{"type":439,"attrs":1400},{"href":441,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":1402,"type":336},", including policy rationalisation and control design.",{"type":331,"content":1404},[1405],{"text":1406,"type":336}," After the session, there will be time to continue the conversation over drinks",{"type":331,"content":1408},[1409,1411,1417],{"text":1410,"type":336},"We run these sessions regularly. ",{"text":1412,"type":336,"marks":1413},"Get in touch",[1414],{"type":439,"attrs":1415},{"href":1416,"uuid":328,"anchor":328,"target":442,"linktype":12},"\u002Fcontact",{"text":1418,"type":336}," if you would like to join the next one.","2026-03-05 16:02:25",{"id":1421,"alt":1422,"filename":1423,"fieldtype":322},205752378217973,"Join our Practical Inspiration Session: AI in Risk & Compliance","https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F91330\u002Fbb42497831\u002Fjoin-our-practical-inspiration-session-ai-in-risk-compliance.jpg",{"name":1114,"created_at":1115,"published_at":1116,"updated_at":1117,"id":1118,"uuid":1119,"content":1425,"slug":1174,"full_slug":1175,"sort_by_date":328,"position":1176,"tag_list":1460,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":1178,"first_published_at":1179,"release_id":328,"lang":372,"path":328,"alternates":1461,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},{"bio":1426,"_uid":1139,"name":1114,"role":1140,"email":1141,"facts":1440,"phone":9,"photo":1459,"quote":1171,"linkedin":1172,"component":605,"quote_source":1173},{"type":326,"content":1427},[1428,1431,1434,1437],{"type":331,"content":1429},[1430],{"text":1126,"type":336},{"type":331,"content":1432},[1433],{"text":1130,"type":336},{"type":331,"content":1435},[1436],{"text":1134,"type":336},{"type":331,"content":1438},[1439],{"text":1138,"type":336},[1441,1447,1453],{"_uid":1144,"label":1145,"value":1442,"component":943},{"type":326,"content":1443},[1444],{"type":331,"content":1445},[1446],{"text":1151,"type":336},{"_uid":1153,"label":946,"value":1448,"component":943},{"type":326,"content":1449},[1450],{"type":331,"content":1451},[1452],{"text":1159,"type":336},{"_uid":1161,"label":955,"value":1454,"component":943},{"type":326,"content":1455},[1456],{"type":331,"content":1457},[1458],{"text":1167,"type":336},{"id":1169,"alt":1114,"name":9,"focus":9,"title":9,"filename":1170,"copyright":9,"fieldtype":322},[],[],"Across the financial industry, one question keeps coming back: what can AI realistically do in risk and compliance today? Much of the conversation around AI still focuses on technology. Yet the real shift is happening…","https:\u002F\u002Facecompany.nl\u002Fnews\u002Fjoin-our-practical-inspiration-session-ai-in-risk-compliance\u002F","join-our-practical-inspiration-session-ai-in-risk-compliance","news\u002Fjoin-our-practical-inspiration-session-ai-in-risk-compliance",-30,[],"c5ac4b52-f5ce-4564-b7c0-0cdb55f0bd5e","2026-08-05T09:28:35.890Z",[],{"name":1472,"created_at":1473,"published_at":1474,"updated_at":1475,"id":1476,"uuid":1477,"content":1478,"slug":1615,"full_slug":1616,"sort_by_date":328,"position":1617,"tag_list":1618,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":1619,"first_published_at":1620,"release_id":328,"lang":372,"path":328,"alternates":1621,"default_full_slug":328,"translated_slugs":328},"RegAI Shortlisted for RegTech Insight Awards Europe 2026","2026-08-05T09:28:38.077Z","2026-09-02T13:18:17.145Z","2026-09-02T13:18:17.161Z",205752394079431,"07894510-7ac2-4b82-8427-6f12e83dba04",{"_uid":1479,"body":1480,"date":1570,"kind":762,"image":1571,"title":1472,"topic":580,"author":1575,"summary":1613,"component":615,"source_url":1614},"46e74992-d19c-42c1-828c-f1eed68aa5a8",{"type":326,"content":1481},[1482,1498,1503,1507,1533,1537,1542,1560,1564],{"type":331,"content":1483},[1484,1486,1490,1492,1496],{"text":1485,"type":336},"We are proud to share that ",{"text":98,"type":336,"marks":1487},[1488],{"type":439,"attrs":1489},{"href":471,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":1491,"type":336},", Ace’s Regulatory Intelligence & Automation Platform, has been shortlisted for the RegTech Insight Awards Europe 2026 in the category ",{"text":1493,"type":336,"marks":1494},"Most Innovative Technology for Regulatory Compliance",[1495],{"type":341},{"text":1497,"type":336},". Helia combines deep regulatory expertise with a focused GenAI-enabled workbench to structurally reduce the effort and cost of compliance for financial institutions.",{"type":449,"attrs":1499,"content":1500},{"level":451},[1501],{"text":1502,"type":336},"From regulation to real impact",{"type":331,"content":1504},[1505],{"text":1506,"type":336},"Regulatory work is text-heavy, repetitive and interpretation-driven. Helia accelerates the extraction and structuring of regulatory obligations and connects them directly to a bank’s internal policies, controls, processes and data. Already live with European financial institutions, Helia is delivering measurable impact by:",{"type":1073,"content":1508},[1509,1515,1521,1527],{"type":1076,"content":1510},[1511],{"type":331,"content":1512},[1513],{"text":1514,"type":336},"Accelerating regulatory data requirement analysis and mapping",{"type":1076,"content":1516},[1517],{"type":331,"content":1518},[1519],{"text":1520,"type":336},"Reducing time spent on regulatory reporting alignment",{"type":1076,"content":1522},[1523],{"type":331,"content":1524},[1525],{"text":1526,"type":336},"Identifying and rationalising duplicate or overlapping controls",{"type":1076,"content":1528},[1529],{"type":331,"content":1530},[1531],{"text":1532,"type":336},"Supporting structured, auditable compliance workflows",{"type":331,"content":1534},[1535],{"text":1536,"type":336},"Designed for regulated environments, Helia combines AI acceleration with governance-first principles. All outputs are traceable to source material and embedded in human-in-the-loop validation processes.This nomination recognises our ambition to rethink regulatory compliance as a connected, continuously evolving architecture rather than a static exercise.",{"type":449,"attrs":1538,"content":1539},{"level":451},[1540],{"text":1541,"type":336},"Vote for Helia",{"type":331,"content":1543},[1544,1546,1547,1549,1553],{"text":1545,"type":336},"If you believe innovation should structurally improve regulatory compliance in financial services, we would greatly appreciate your vote.",{"type":547},{"text":1548,"type":336}," You can ",{"text":1550,"type":336,"marks":1551},"vote for Helia, category 35: Most Innovative Technology for Regulatory Compliance ",[1552],{"type":425},{"text":1554,"type":336,"marks":1555},"here.",[1556,1557],{"type":425},{"type":439,"attrs":1558},{"href":1559,"uuid":328,"anchor":328,"target":1010,"linktype":102},"https:\u002F\u002Fwww.surveymonkey.com\u002Fr\u002FCSY2VTR",{"type":331,"content":1561},[1562],{"text":1563,"type":336},"As solution providers are not allowed to vote for themselves, we rely entirely on the support of our clients and network. Thank you for your support.",{"type":331,"content":1565},[1566],{"text":1567,"type":336,"marks":1568},"Voting closes 27 March 2026.",[1569],{"type":341},"2026-02-24 17:50:20",{"id":1572,"alt":1573,"filename":1574,"fieldtype":322},205752387405302,"RegAI Helia Shortlisted for RegTech Insight Awards Europe 2026","https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F99138\u002F20a7768fcf\u002Fregai-shortlisted-for-regtech-insight-awards-europe-2026.png",{"name":1114,"created_at":1115,"published_at":1116,"updated_at":1117,"id":1118,"uuid":1119,"content":1576,"slug":1174,"full_slug":1175,"sort_by_date":328,"position":1176,"tag_list":1611,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":1178,"first_published_at":1179,"release_id":328,"lang":372,"path":328,"alternates":1612,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},{"bio":1577,"_uid":1139,"name":1114,"role":1140,"email":1141,"facts":1591,"phone":9,"photo":1610,"quote":1171,"linkedin":1172,"component":605,"quote_source":1173},{"type":326,"content":1578},[1579,1582,1585,1588],{"type":331,"content":1580},[1581],{"text":1126,"type":336},{"type":331,"content":1583},[1584],{"text":1130,"type":336},{"type":331,"content":1586},[1587],{"text":1134,"type":336},{"type":331,"content":1589},[1590],{"text":1138,"type":336},[1592,1598,1604],{"_uid":1144,"label":1145,"value":1593,"component":943},{"type":326,"content":1594},[1595],{"type":331,"content":1596},[1597],{"text":1151,"type":336},{"_uid":1153,"label":946,"value":1599,"component":943},{"type":326,"content":1600},[1601],{"type":331,"content":1602},[1603],{"text":1159,"type":336},{"_uid":1161,"label":955,"value":1605,"component":943},{"type":326,"content":1606},[1607],{"type":331,"content":1608},[1609],{"text":1167,"type":336},{"id":1169,"alt":1114,"name":9,"focus":9,"title":9,"filename":1170,"copyright":9,"fieldtype":322},[],[],"We are proud to share that RegAI Helia, Ace’s Regulatory Intelligence & Automation Platform, has been shortlisted for the RegTech Insight Awards Europe 2026 in the category Most Innovative Technology for Regulatory Compliance…","https:\u002F\u002Facecompany.nl\u002Fnews\u002Fregai-shortlisted-for-regtech-insight-awards-europe-2026\u002F","regai-shortlisted-for-regtech-insight-awards-europe-2026","news\u002Fregai-shortlisted-for-regtech-insight-awards-europe-2026",-40,[],"20767c2d-20f5-479d-b117-fefb642b6e13","2026-08-05T09:28:38.120Z",[],{"name":1623,"created_at":1624,"published_at":1625,"updated_at":1626,"id":1627,"uuid":1628,"content":1629,"slug":1709,"full_slug":1710,"sort_by_date":328,"position":1711,"tag_list":1712,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":1713,"first_published_at":1714,"release_id":328,"lang":372,"path":328,"alternates":1715,"default_full_slug":328,"translated_slugs":328},"Ace + Company appoints Janco Jordaan as Partner","2026-08-05T09:28:40.231Z","2026-09-02T13:24:55.403Z","2026-09-02T13:24:55.416Z",205752402894227,"896c312e-c712-4437-8215-de6f23333cb2",{"_uid":1630,"body":1631,"date":1665,"kind":762,"image":1666,"title":1623,"topic":9,"author":1669,"summary":1707,"component":615,"source_url":1708},"d27b18df-8580-4790-b026-639e126c1bc7",{"type":326,"content":1632},[1633,1643,1647,1651,1655,1659],{"type":331,"content":1634},[1635,1637,1641],{"text":1636,"type":336},"Ace + Company has appointed Janco Jordaan as Partner, effective 1 January 2026. With this appointment, Ace has strengthened its partner group and continues to accelerate the further development of its RegTech and ",{"text":98,"type":336,"marks":1638},[1639],{"type":439,"attrs":1640},{"href":471,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":1642,"type":336}," offerings for financial institutions.",{"type":331,"content":1644},[1645],{"text":1646,"type":336},"Janco has been with Ace + Company since 2018. He has played a leading role in the development and delivery of RegTech solutions and Helia applications that support and scale compliance and risk processes, particularly in complex, highly regulated environments. His work sits at the intersection of regulatory change, risk and data (including BCBS 239), translating regulation and strategy into practical changes across operating models, processes and data management, including governance, implementation and adoption.",{"type":331,"content":1648},[1649],{"text":1650,"type":336},"Arthur Willigenburg, Founder of Ace + Company: “Janco combines deep expertise with strong execution. His ability to connect strategy, data and delivery is directly relevant for clients operating in an increasingly complex regulatory landscape.”",{"type":331,"content":1652},[1653],{"text":1654,"type":336},"As Partner, Janco focuses on delivering measurable client outcomes, leveraging RegTech and Helia as well as the underlying changes required across organisation, processes and data. He also contributes to the continued development of Ace + Company as a consultancy and RegTech partner for financial institutions.",{"type":331,"content":1656},[1657],{"text":1658,"type":336},"Janco Jordaan: “I look forward to contributing to the next phase of Ace + Company’s growth and supporting clients in applying RegTech and Helia in a way that delivers sustainable results.”",{"type":331,"content":1660},[1661],{"text":1662,"type":336,"marks":1663},"Photo: Martine van der Voort",[1664],{"type":341},"2026-01-26 10:52:34",{"id":1667,"alt":1623,"filename":1668,"fieldtype":322},205752396584441,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F99241\u002F8526490f94\u002Face-company-appoints-janco-jordaan-as-partner.jpg",{"name":1114,"created_at":1115,"published_at":1116,"updated_at":1117,"id":1118,"uuid":1119,"content":1670,"slug":1174,"full_slug":1175,"sort_by_date":328,"position":1176,"tag_list":1705,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":1178,"first_published_at":1179,"release_id":328,"lang":372,"path":328,"alternates":1706,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},{"bio":1671,"_uid":1139,"name":1114,"role":1140,"email":1141,"facts":1685,"phone":9,"photo":1704,"quote":1171,"linkedin":1172,"component":605,"quote_source":1173},{"type":326,"content":1672},[1673,1676,1679,1682],{"type":331,"content":1674},[1675],{"text":1126,"type":336},{"type":331,"content":1677},[1678],{"text":1130,"type":336},{"type":331,"content":1680},[1681],{"text":1134,"type":336},{"type":331,"content":1683},[1684],{"text":1138,"type":336},[1686,1692,1698],{"_uid":1144,"label":1145,"value":1687,"component":943},{"type":326,"content":1688},[1689],{"type":331,"content":1690},[1691],{"text":1151,"type":336},{"_uid":1153,"label":946,"value":1693,"component":943},{"type":326,"content":1694},[1695],{"type":331,"content":1696},[1697],{"text":1159,"type":336},{"_uid":1161,"label":955,"value":1699,"component":943},{"type":326,"content":1700},[1701],{"type":331,"content":1702},[1703],{"text":1167,"type":336},{"id":1169,"alt":1114,"name":9,"focus":9,"title":9,"filename":1170,"copyright":9,"fieldtype":322},[],[],"Ace + Company has appointed Janco Jordaan as Partner, effective 1 January 2026. With this appointment, Ace has strengthened its partner group and continues to accelerate the further development of its RegTech and RegAI Helia…","https:\u002F\u002Facecompany.nl\u002Fnews\u002Face-company-appoints-janco-jordaan-as-partner\u002F","ace-company-appoints-janco-jordaan-as-partner","news\u002Face-company-appoints-janco-jordaan-as-partner",-50,[],"f0e671de-434a-45e8-b326-58c7d94caca6","2026-08-05T09:28:40.272Z",[],{"name":1717,"created_at":1718,"published_at":1719,"updated_at":1720,"id":1721,"uuid":1722,"content":1723,"slug":1949,"full_slug":1950,"sort_by_date":328,"position":1951,"tag_list":1952,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":1953,"first_published_at":1954,"release_id":328,"lang":372,"path":328,"alternates":1955,"default_full_slug":328,"translated_slugs":328},"From Pledges to Portfolios: Why Biodiversity Still Lags","2026-08-05T09:28:43.179Z","2026-09-04T12:30:24.001Z","2026-09-04T12:30:24.019Z",205752414977631,"f9f971ba-1baf-4928-ac2d-8589a4e71d1d",{"_uid":1724,"body":1725,"date":1913,"kind":762,"image":1914,"title":1717,"topic":190,"author":1917,"summary":1947,"component":615,"source_url":1948},"0c756670-2528-4a80-829f-beb9187d108e",{"type":326,"content":1726},[1727,1753,1758,1762,1768,1817,1822,1830,1834,1842,1846,1854,1858,1866,1878,1883,1887,1892,1896],{"type":331,"content":1728},[1729,1731,1736,1737,1743,1745,1751],{"text":1730,"type":336},"Dutch ",{"text":1732,"type":336,"marks":1733},"banks",[1734],{"type":439,"attrs":1735},{"href":1239,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":1036,"type":336},{"text":1738,"type":336,"marks":1739},"insurers",[1740],{"type":439,"attrs":1741},{"href":1742,"uuid":328,"anchor":328,"target":442,"linktype":12},"\u002Finsurance",{"text":1744,"type":336},", and ",{"text":1746,"type":336,"marks":1747},"asset managers",[1748],{"type":439,"attrs":1749},{"href":1750,"uuid":328,"anchor":328,"target":442,"linktype":12},"\u002Fasset-management",{"text":1752,"type":336}," have moved biodiversity up the agenda, signing pledges and joining initiatives such as TNFD, the Finance for Biodiversity Pledge, and PBAF. But progress is slow in turning those commitments into portfolio decisions, products, and risk processes. Interviews with senior practitioners and a review of recent biodiversity disclosures show that momentum is currently driven by brand and peer expectations, while binding, enforceable rules remain limited. As a result, firms prioritise visibility over the heavier lift of integrating biodiversity into portfolio construction, product design, and risk models.",{"type":449,"attrs":1754,"content":1755},{"level":451},[1756],{"text":1757,"type":336},"What we looked at",{"type":331,"content":1759},[1760],{"text":1761,"type":336},"During the course of 2025, eight interviews with senior professionals across Dutch financial institutions were conducted, and the 2024 public reports from ten major firms were analysed by Blanca Salvat, sustainable finance researcher at ACE + Company. The review confirmed three things: nearly all organisations have public biodiversity commitments; embedding into portfolio mandates and product pipelines remains rare; and current momentum is driven more by peer signalling than by binding requirements. Interestingly yet hardly surprisingly, this is mirroring early climate adoption patterns before climate-related rules tightened.",{"type":449,"attrs":1763,"content":1765},{"level":1764},3,[1766],{"text":1767,"type":336},"What is blocking progress?",{"type":1290,"attrs":1769,"content":1770},{"order":1292},[1771,1781,1791,1801],{"type":1076,"content":1772},[1773,1777],{"type":331,"content":1774},[1775],{"text":1776,"type":336},"Data integration is still a plumbing problem",{"type":331,"content":1778},[1779],{"text":1780,"type":336}," Even when biodiversity indicators exist (e.g., geospatial footprints, nitrogen\u002Fpesticide use), pulling them from reports and vendor feeds into governed, legacy banking systems is slow and resource-intensive. Analysts spend disproportionate time cleaning and reconciling fragmented sources; in some regions, the data is missing altogether. The result: biodiversity remains stuck at the qualitative level, which is good enough for a disclosure, but not robust enough for portfolio-wide insights or consistent impact screens. Institutions don’t just need “more data”; they need infrastructure to standardise, link, and trace it",{"type":1076,"content":1782},[1783,1787],{"type":331,"content":1784},[1785],{"text":1786,"type":336},"Client data friction is real",{"type":331,"content":1788},[1789],{"text":1790,"type":336}," Relationship managers face drop-offs when requesting detailed biodiversity information. Farmers, corporates, and SMEs often view granular land-use or supply-chain questionnaires as burdensome or commercially sensitive. Some even indicate that it might be enough to push them to competitors, impacting the business commercially. Voluntary collection is patchy, with low coverage and uneven quality. This creates a double bind: institutions are accountable for exposures without reliable client-level data, slowing product rollout and weakening engagement strategies",{"type":1076,"content":1792},[1793,1797],{"type":331,"content":1794},[1795],{"text":1796,"type":336},"Nature dependencies don’t price in (yet)",{"type":331,"content":1798},[1799],{"text":1800,"type":336}," Unlike climate, biodiversity lacks a single unifying metric (think CO₂) that can flow into credit models or underwriting. Practitioners struggle to translate ecological change (pollinator decline, water scarcity, soil fertility loss) into financial terms. Existing proxies, like sector exposures, biodiversity monitors, or satellite imagery, are too high-level for pricing adjustments. Without a way to monetise nature dependencies, risk committees keep biodiversity in a reputational\u002FCSR bucket rather than a capital allocation one",{"type":1076,"content":1802},[1803,1807],{"type":331,"content":1804},[1805],{"text":1806,"type":336},"Regulatory divergence & immature vendor scores",{"type":331,"content":1808},[1809,1811,1815],{"text":1810,"type":336}," Teams are navigating uneven expectations across regions (EU, UK, US, APAC). Some rules are advancing (e.g., ",{"text":804,"type":336,"marks":1812},[1813],{"type":439,"attrs":1814},{"href":809,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":1816,"type":336},"’s ESRS E4 in Europe); others remain unclear. Many institutions are waiting for the dust to settle before committing to systems and processes. Meanwhile, biodiversity scores are often sector-based and inconsistent: too coarse for client-level decisions but too prominent to ignore. Together, this uncertainty depresses budgets and slows the shift from pilot to production",{"type":449,"attrs":1818,"content":1819},{"level":451},[1820],{"text":1821,"type":336},"What to do now: a practical pathway",{"type":1073,"content":1823},[1824],{"type":1076,"content":1825},[1826],{"type":331,"content":1827},[1828],{"text":1829,"type":336},"Build the data backbone first",{"type":331,"content":1831},[1832],{"text":1833,"type":336},"Create a unified biodiversity data model that maps ESRS E4, TNFD, and PBAF requirements to your internal definitions; apply semantic matching; and maintain lineage to source systems. The goal is to reduce manual reconciliation and gain clear coverage views across portfolios, so biodiversity can move from narrative to numbers.",{"type":1073,"content":1835},[1836],{"type":1076,"content":1837},[1838],{"type":331,"content":1839},[1840],{"text":1841,"type":336},"Lower the “ask” to clients without losing essentials",{"type":331,"content":1843},[1844],{"text":1845,"type":336},"Before sending another burdensome questionnaire, perform a client data gap assessment: identify what you already hold internally and standardise requests for only what is truly essential. Provide templates that are proportionate and auditable, preserving realationships while improving coverage.",{"type":1073,"content":1847},[1848],{"type":1076,"content":1849},[1850],{"type":331,"content":1851},[1852],{"text":1853,"type":336},"Lay the groundwork for risk integration",{"type":331,"content":1855},[1856],{"text":1857,"type":336},"You may not be able to price pollination or soil fertility loss accurately today, but you can capture dependency indicators, document assumptions in a methodology registry, and produce regulator-ready evidence packs. This creates the scaffolding for future integration into risk and valuation as standards inevitably mature.",{"type":1073,"content":1859},[1860],{"type":1076,"content":1861},[1862],{"type":331,"content":1863},[1864],{"text":1865,"type":336},"Navigate regulatory divergence with living maps",{"type":331,"content":1867},[1868,1870,1876],{"text":1869,"type":336},"Stand up ",{"text":1871,"type":336,"marks":1872},"horizon scanning",[1873],{"type":439,"attrs":1874},{"href":1875,"uuid":328,"anchor":328,"target":442,"linktype":12},"\u002Fhelia\u002Fhorizon-scanning",{"text":1877,"type":336}," and adherence assessment across jurisdictions and link requirements to internal datapoints. Maintain a “living overview” of what is mandatory, what’s missing, and where to focus resources so you can move decisively despite moving targets.",{"type":449,"attrs":1879,"content":1880},{"level":451},[1881],{"text":1882,"type":336},"Why this matters now",{"type":331,"content":1884},[1885],{"text":1886,"type":336},"The sector has shown that voluntary commitments can lift awareness, but real change followed in climate only when regulation tightened. Biodiversity sits at a similar crossroads. Institutions that invest early in data infrastructure, streamlined client asks, and regulatory mapping will be ready to convert reputational signals into pricing-relevant insights as the rulebook and methods solidify.",{"type":449,"attrs":1888,"content":1889},{"level":451},[1890],{"text":1891,"type":336},"Where we come in",{"type":331,"content":1893},[1894],{"text":1895,"type":336},"We help financial institutions get biodiversity out of reports and into production systems, building the plumbing, governance, and evidence base to turn ambition into business-as-usual. Not silver bullets; just the right sequence of practical steps that remove the bottlenecks you’re feeling today.",{"type":331,"content":1897},[1898,1902,1909],{"text":1899,"type":336,"marks":1900},"This article summarises the scientific research performed by ",[1901],{"type":341},{"text":1903,"type":336,"marks":1904},"Blanca Salvat Ruiz",[1905,1906],{"type":341},{"type":439,"attrs":1907},{"href":1908,"uuid":328,"anchor":328,"target":1010,"linktype":102},"https:\u002F\u002Fwww.linkedin.com\u002Fin\u002Fblanca-salvat-453722232\u002F",{"text":1910,"type":336,"marks":1911}," thesis research in collaboration with the Vrije Universiteit Amsterdam and ACE + Company, including interviews with senior professionals and a review of 2024 disclosures from ten Dutch financial institutions.",[1912],{"type":341},"2025-10-22 08:14:13",{"id":1915,"alt":1717,"filename":1916,"fieldtype":322},205752406627835,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F1117159\u002Feed83e684d\u002Fwhy-biodiversity-still-lags.jpg",{"name":1918,"created_at":1919,"published_at":1920,"updated_at":1921,"id":1922,"uuid":1923,"content":1924,"slug":1940,"full_slug":1941,"sort_by_date":328,"position":1942,"tag_list":1943,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":1944,"first_published_at":1945,"release_id":328,"lang":372,"path":328,"alternates":1946,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},"Janco Jordaan","2026-07-31T10:04:21.292Z","2026-08-26T07:44:28.675Z","2026-08-26T07:44:28.692Z",203991700688516,"10e7ea9e-9dd0-4f22-8f29-982994c23161",{"bio":1925,"_uid":1931,"name":1918,"role":596,"email":1932,"facts":1933,"phone":1934,"photo":1935,"quote":1938,"linkedin":1939,"component":605,"quote_source":9},{"type":326,"content":1926},[1927],{"type":331,"content":1928},[1929],{"text":1930,"type":336},"Janco has been with Ace + Company since 2018, and in the management consultant branch, he has a proven track record in the field of portfolio and change management, data quality and governance, (business) data modelling and drawing up (data) requirements.","1aafb9df-3894-42cc-b371-29cdc91b8f28","janco.jordaan@acecompany.nl",[],"06 4666 7035",{"id":1936,"alt":1918,"name":9,"focus":9,"title":9,"filename":1937,"copyright":9,"fieldtype":322},203988219230185,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F768x960\u002Fa317a5929f\u002Fteam-janco-jordaan.webp","Ace gives me the platform to really make a difference in the way our clients manage and structure regulatory change. Embedding structural solutions is a challenge I gladly accept.","https:\u002F\u002Fwww.linkedin.com\u002Fin\u002Fjanco-jordaan-847225a6\u002F","janco-jordaan","team\u002Fjanco-jordaan",-100,[],"20ee2aaa-9433-4ba3-957c-9e11d8ad4e5b","2026-07-31T10:04:21.331Z",[],"Dutch banks, insurers, and asset managers have moved biodiversity up the agenda, signing pledges and joining initiatives such as TNFD, the Finance for Biodiversity Pledge, and PBAF. But progress is slow in turning those…","https:\u002F\u002Facecompany.nl\u002Fblog\u002Fsustainable-finance\u002Fwhy-biodiversity-still-lags\u002F","why-biodiversity-still-lags","news\u002Fwhy-biodiversity-still-lags",-60,[],"687c686b-d253-4bc7-9d36-21d997f47b65","2026-08-05T09:28:43.229Z",[],{"name":1957,"created_at":1958,"published_at":1959,"updated_at":1960,"id":1961,"uuid":1962,"content":1963,"slug":2139,"full_slug":2140,"sort_by_date":328,"position":2141,"tag_list":2142,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":2143,"first_published_at":2144,"release_id":328,"lang":372,"path":328,"alternates":2145,"default_full_slug":328,"translated_slugs":328},"Amended ESRS Omnibus Exposure Drafts timeline: A Closer Look","2026-08-05T09:28:45.884Z","2026-09-02T13:25:39.262Z","2026-09-02T13:25:39.279Z",205752426057506,"2cd458b7-926f-4439-8af6-0957fca2d38f",{"_uid":1964,"body":1965,"date":2063,"kind":762,"image":2064,"title":1957,"topic":190,"author":2067,"summary":2137,"component":615,"source_url":2138},"ca04f35b-2ef0-4b4d-a7aa-5ca0ab18a8e4",{"type":326,"content":1966},[1967,1982,1987,2039,2044,2054,2059],{"type":331,"content":1968},[1969,1973,1978],{"text":1970,"type":336,"marks":1971},"EFRAG’s July 31, 2025 Omnibus Exposure Drafts mark the most significant overhaul of the European Sustainability Reporting Standards (ESRS) since their initial release under ",[1972],{"type":341},{"text":804,"type":336,"marks":1974},[1975,1976],{"type":341},{"type":439,"attrs":1977},{"href":809,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":1979,"type":336,"marks":1980},". However, the substance of requirements remains intact, and many disclosures are simply streamlined, reorganized, or moved to guidance rather than eliminated. Significant drivers remain, so the workload is not substantially reduced.",[1981],{"type":341},{"type":449,"attrs":1983,"content":1984},{"level":451},[1985],{"text":1986,"type":336},"Key Changes and What They Mean for Financial Institutions",{"type":1073,"content":1988},[1989,1999,2009,2019,2029],{"type":1076,"content":1990},[1991,1995],{"type":331,"content":1992},[1993],{"text":1994,"type":336},"Sharper Materiality Lens:",{"type":331,"content":1996},[1997],{"text":1998,"type":336}," A new top-down approach simplifies Double Materiality Assessments, reducing documentation for “obvious” cases while clarifying when an impact, risk, or opportunity triggers disclosure",{"type":1076,"content":2000},[2001,2005],{"type":331,"content":2002},[2003],{"text":2004,"type":336},"More Flexible Reporting Design:",{"type":331,"content":2006},[2007],{"text":2008,"type":336}," The drafts allow executive summaries, appendices for technical details, and reliefs for complex metrics, introducing efficiency without compromising transparency",{"type":1076,"content":2010},[2011,2015],{"type":331,"content":2012},[2013],{"text":2014,"type":336},"Environmental Standards Stay Complex:",{"type":331,"content":2016},[2017],{"text":2018,"type":336}," E1-E5 retain depth, adding metrics for critical raw materials, biodiversity-sensitive areas, and packaging waste. Climate transition plan disclosures remain mandatory but are streamlined",{"type":1076,"content":2020},[2021,2025],{"type":331,"content":2022},[2023],{"text":2024,"type":336},"Consolidated Governance and Social Disclosures:",{"type":331,"content":2026},[2027],{"text":2028,"type":336}," By shifting key human rights, workforce, and governance requirements into ESRS 2, the drafts reduce duplication while sharpening focus on risk management, accountability, and consistent treatment of social policies",{"type":1076,"content":2030},[2031,2035],{"type":331,"content":2032},[2033],{"text":2034,"type":336},"Transparency vs. Burden:",{"type":331,"content":2036},[2037],{"text":2038,"type":336}," While guidance like Non-Mandatory Illustrative Guidance (NMIG) and sectoral reliefs offer breathing room, expectations for credibility and rigor remain unchanged",{"type":449,"attrs":2040,"content":2041},{"level":451},[2042],{"text":2043,"type":336},"What is Next?",{"type":331,"content":2045},[2046,2048,2052],{"text":2047,"type":336},"Public consultation closed on ",{"text":2049,"type":336,"marks":2050},"29 September 2025.",[2051],{"type":425},{"text":2053,"type":336}," EFRAG’s final technical advice is scheduled to be presented by the end of November. Following this, the European Parliament and Council will negotiate and finalize the Omnibus package. Shortly thereafter, the European Commission is expected to adopt the amended ESRS through a delegated act. This delegated act will undergo a short consultation and a scrutiny period by the Parliament and Council, with the amended standards anticipated to apply starting from financial year 2027.",{"type":449,"attrs":2055,"content":2056},{"level":451},[2057],{"text":2058,"type":336},"Our Perspective",{"type":331,"content":2060},[2061],{"text":2062,"type":336},"For financial institutions, these changes are an opportunity to refine reporting architecture, integrate ESG with governance structures, and align with other sustainability standards, like IFRS S1\u002FS2, to avoid reporting fatigue. Simplification doesn’t mean “less work”, it means smarter work.","2025-10-21 08:33:05",{"id":2065,"alt":1957,"filename":2066,"fieldtype":322},205752417678844,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F198812\u002Fe7b125f371\u002Famended-esrs-omnibus-exposure-drafts-timeline-a-closer-look.jpg",{"name":2068,"created_at":2069,"published_at":2070,"updated_at":2071,"id":2072,"uuid":2073,"content":2074,"slug":2131,"full_slug":2132,"sort_by_date":328,"position":1711,"tag_list":2133,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":2134,"first_published_at":2135,"release_id":328,"lang":372,"path":328,"alternates":2136,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},"Geert Waardenburg","2026-07-31T10:04:18.438Z","2026-09-04T12:30:54.639Z","2026-09-04T12:30:54.654Z",203991688998527,"3c6aa411-ab9d-41a6-af6a-f625ffdb50bd",{"bio":2075,"_uid":2097,"name":2068,"role":596,"email":2098,"facts":2099,"phone":2124,"photo":2125,"quote":2128,"linkedin":2129,"component":605,"quote_source":2130},{"type":326,"content":2076},[2077,2081,2085,2089,2093],{"type":331,"content":2078},[2079],{"text":2080,"type":336},"Nothing is as permanent as change. The financial sector is undergoing a lot of changes. Both on the side of the regulator where new and changing laws and regulations are frequently the order of the day, and in the market where new technology controls both customer behavior and organization of the organization.",{"type":331,"content":2082},[2083],{"text":2084,"type":336},"I believe in the personal approach that we advocate with Ace: small teams with high-quality expertise, in close collaboration with the client, with the aim of delivering lasting capabilities for the client.",{"type":331,"content":2086},[2087],{"text":2088,"type":336},"The most important challenge is to implement sustainable change in an organization. For this it is crucial that you act on the basis of the norms and values ​​that you stand for as an organization … and I am happy to contribute to that!",{"type":331,"content":2090},[2091],{"text":2092,"type":336},"I do this by creating an overview and coming up with creative solutions based on a conviction that every problem requires a unique approach.",{"type":331,"content":2094},[2095],{"text":2096,"type":336},"In addition to my work, I prefer to spend my time with family, friends and on a racing bike.","59ba0a59-74a7-4c6a-882c-4a5307b6434a","geert.waardenburg@acecompany.nl",[2100,2108,2116],{"_uid":2101,"label":1145,"value":2102,"component":943},"8f9c2cdb-9d36-4312-a7d2-9046bc86e48f",{"type":326,"content":2103},[2104],{"type":331,"content":2105},[2106],{"text":2107,"type":336},"Director Data & Technology Risk at Deloitte",{"_uid":2109,"label":946,"value":2110,"component":943},"2ba36eed-fc9f-4891-83bd-b72999e8c855",{"type":326,"content":2111},[2112],{"type":331,"content":2113},[2114],{"text":2115,"type":336},"Regulatory Change | Finance Performance Management | Unlocking data value through emergent technology | Compliance and regulatory reporting | BCBS #239 | Data Quality Management | Operational Risk | Complex Transformation Orchestration and Leadership",{"_uid":2117,"label":955,"value":2118,"component":943},"d54feb0a-bae8-4908-a4f3-b29f4dc75292",{"type":326,"content":2119},[2120],{"type":331,"content":2121},[2122],{"text":2123,"type":336},"Business Administration, Rijksuniversiteit Groningen | Executive Master in IT Auditing, Vrije Universiteit Amsterdam","06 2078 9946",{"id":2126,"alt":2068,"name":9,"focus":9,"title":9,"filename":2127,"copyright":9,"fieldtype":322},203988195678177,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F768x931\u002F258d55211b\u002Fteam-geert-waardenburg.webp","There are three constants in life… change, choice & principles.","https:\u002F\u002Fwww.linkedin.com\u002Fin\u002Fgeertwaardenburg\u002F","Stephen Covey","geert-waardenburg","team\u002Fgeert-waardenburg",[],"31bb549f-c3a5-4ef9-8655-d0a68f3ef9d9","2026-07-31T10:04:18.476Z",[],"EFRAG’s July 31, 2025 Omnibus Exposure Drafts mark the most significant overhaul of the European Sustainability Reporting Standards (ESRS) since their initial release under CSRD. However, the substance of requirements…","https:\u002F\u002Facecompany.nl\u002Fblog\u002Fsustainable-finance\u002Famended-esrs-omnibus-exposure-drafts-timeline-a-closer-look\u002F","amended-esrs-omnibus-exposure-drafts-timeline-a-closer-look","news\u002Famended-esrs-omnibus-exposure-drafts-timeline-a-closer-look",-70,[],"ff613e51-cefd-41ca-adaf-ae9264861199","2026-08-05T09:28:45.943Z",[],{"name":2147,"created_at":2148,"published_at":2149,"updated_at":2150,"id":2151,"uuid":2152,"content":2153,"slug":2405,"full_slug":2406,"sort_by_date":328,"position":2407,"tag_list":2408,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":2409,"first_published_at":2410,"release_id":328,"lang":372,"path":328,"alternates":2411,"default_full_slug":328,"translated_slugs":328},"How to turn AI governance into a single control fabric","2026-08-05T09:28:48.449Z","2026-09-02T13:25:05.823Z","2026-09-02T13:25:05.841Z",205752436563951,"371811c9-f800-46d9-b8e1-588cdb14e0ce",{"_uid":2154,"body":2155,"date":2388,"kind":762,"image":2389,"title":2147,"topic":184,"author":2392,"summary":2403,"component":615,"source_url":2404},"f168a16d-edbc-4dff-a55c-ca2b28b851e4",{"type":326,"content":2156},[2157,2178,2183,2193,2198,2202,2206,2210,2215,2219,2225,2229,2234,2238,2243,2247,2251,2255,2259,2266,2271,2275,2280,2284,2299,2303,2308,2312,2327,2332,2336,2344,2349,2353,2357,2365,2369,2375,2380,2384],{"type":331,"content":2158},[2159,2165,2169,2174],{"text":2160,"type":336,"marks":2161},"Banks",[2162,2163],{"type":341},{"type":439,"attrs":2164},{"href":1239,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":2166,"type":336,"marks":2167}," today are navigating an increasingly complex web of digital regulations, spanning data protection, operational resilience, and now, AI-specific risk management. While regulatory overlap is nothing new, the arrival of the ",[2168],{"type":341},{"text":1044,"type":336,"marks":2170},[2171,2172],{"type":341},{"type":439,"attrs":2173},{"href":1048,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":2175,"type":336,"marks":2176}," brings a long-standing challenge into sharper focus: What new governance elements must be added on top of existing frameworks? And just as crucially, which obligations require entirely new controls or adjustments to current ones? For European financial institutions, answering these questions is now central to aligning compliance with evolving technological realities.",[2177],{"type":341},{"type":449,"attrs":2179,"content":2180},{"level":451},[2181],{"text":2182,"type":336},"Multiple frameworks, one problem",{"type":331,"content":2184},[2185,2187,2191],{"text":2186,"type":336},"The problem isn’t that regulations are unclear, but that each comes with its own workstreams, owners, and audits, even where requirements overlap. Few areas make this clearer than AI governance, where the AI Act brings new obligations that intersect directly with existing GDPR and ",{"text":705,"type":336,"marks":2188},[2189],{"type":439,"attrs":2190},{"href":709,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":2192,"type":336}," controls. Let’s look at AI governance as a case in point.",{"type":449,"attrs":2194,"content":2195},{"level":1764},[2196],{"text":2197,"type":336},"AI governance faces unclear standards and looming deadlines",{"type":331,"content":2199},[2200],{"text":2201,"type":336},"The AI Act categorises AI systems by risk, with high-risk financial applications facing strict obligations around risk assessment, data quality, and traceability. Depending on the role of the institution in relation to the AI system a particular set of obligations applies. These requirements go beyond traditional software governance, demanding transparency, data lineage, and continuous monitoring.",{"type":331,"content":2203},[2204],{"text":2205,"type":336},"The challenge becomes more acute when considering that the AI Act’s detailed implementation guidance remains in development. While the legislation entered into force in August 2024, harmonised standards providing concrete compliance pathways are still being finalised by European Standardisation Organisations, now expected to be delayed until 2026.",{"type":331,"content":2207},[2208],{"text":2209,"type":336},"This timing gap creates a strategic dilemma: move too quickly and risk misaligned controls; wait too long and risk missing the August 2026 enforcement deadline for the high-risk AI.",{"type":449,"attrs":2211,"content":2212},{"level":1764},[2213],{"text":2214,"type":336},"AI Act, GDPR, and DORA demand the same foundations",{"type":331,"content":2216},[2217],{"text":2218,"type":336},"What many compliance teams encounter is that the AI Act does not exist in isolation but rather intersects significantly with existing regulatory frameworks already consuming substantial institutional resources. Banks have spent considerable effort mapping GDPR requirements for data protection and are simultaneously implementing DORA’s ICT resilience controls, creating a layering of overlapping obligations. Many of the same or similar procedural and strategic requirements now appear across all three regimes. For example:",{"type":449,"attrs":2220,"content":2222},{"level":2221},5,[2223],{"text":2224,"type":336},"Logging, monitoring, and incident reporting:",{"type":331,"content":2226},[2227],{"text":2228,"type":336},"Across the AI Act (articles 12 and 26(5-6) for deployers), GDPR (arts. 30, 33-34), and DORA (arts. 10, 17-19) banks are required to monitor system behaviour, retain traceable logs, and notify stakeholders when serious issues occur. While the definitions vary, technical incidents under DORA, personal data breaches under GDPR, and AI malfunctions under the AI Act, the underlying building blocks often overlap. Yet many firms still maintain separate owners, systems, and audit trails for each regime.",{"type":449,"attrs":2230,"content":2231},{"level":2221},[2232],{"text":2233,"type":336},"Data governance and quality:",{"type":331,"content":2235},[2236],{"text":2237,"type":336},"The AI Act requires high-quality datasets to minimise risks of discriminatory outcomes (arts. 10 and 26(4)), GDPR enforces accurate and up-to-date personal data (arts. 5(1)(d) and (f)), and DORA mandates data integrity to ensure operational resilience (art. 5(2)(b)). All three regimes demand a robust data-governance framework. Addressing these requirements in silos not only duplicates effort but also risks inconsistent standards across the organisation.",{"type":449,"attrs":2239,"content":2240},{"level":1764},[2241],{"text":2242,"type":336},"Control silos stall innovation",{"type":331,"content":2244},[2245],{"text":2246,"type":336},"The fragmented approach can lead to ‘compliance silos’, where isolated ownership structures and parallel mitigation actions may result in duplication of controls, overstretching of resources, and, most critically, delay or stalling of AI pilots that could deliver real value.",{"type":331,"content":2248},[2249],{"text":2250,"type":336},"The uncertainty surrounding the final details of the AI Act adds to the challenge. Only 11% of European banks feel prepared for the AI Act, while 70% admit they are partially ready (EY, 2024). Earlier in June, banks were among the signatories of a cross-industry call for a delay to the AI Act, citing fragmented standards and unclear requirements (EU AI Champions Initiative, 2025). And it is not just AI: overlapping EU regulations impose an estimated €150 billion of annual compliance costs across industries (European Commission, 2025).",{"type":331,"content":2252},[2253],{"text":2254,"type":336},"With harmonised standards still in development, locking in controls too early may lead to misalignment with future requirements. On the other hand, waiting for complete clarity can push delivery timelines dangerously close to regulatory deadlines.",{"type":331,"content":2256},[2257],{"text":2258,"type":336},"Compliance teams find themselves squeezed between premature implementation and regulatory inertia, all while juggling requirements that could be far more efficient if tackled in a unified way. So, how can banks move quickly and confidently in this overlapping, uncertain regulatory environment? More specifically:",{"type":449,"attrs":2260,"content":2261},{"level":2221},[2262],{"text":2263,"type":336,"marks":2264},"How do you design AI governance today, when the rules are still evolving, without creating a silo next to GDPR, DORA, and else? How do you avoid duplicating control efforts, and instead build one scalable framework that serves all regimes?",[2265],{"type":341},{"type":449,"attrs":2267,"content":2268},{"level":451},[2269],{"text":2270,"type":336},"Integrated governance fabric for AI and beyond",{"type":331,"content":2272},[2273],{"text":2274,"type":336},"The answer lies in adopting an approach that treats regulatory convergence as an opportunity rather than a burden, with technology as an enabler. Treating the AI Act as a test case for broader governance improvement lets banks solve two problems at once: meeting imminent AI obligations, and reducing the duplication already introduced by the likes of GDPR and DORA. Here’s a four-step approach to build that governance fabric; starting with the AI Act, but designed to scale across frameworks.",{"type":449,"attrs":2276,"content":2277},{"level":1764},[2278],{"text":2279,"type":336},"Step 1: Position yourself against the AI Act",{"type":331,"content":2281},[2282],{"text":2283,"type":336},"Start by mapping your current and planned AI applications against the AI Act’s risk categories (limited, high-risk, prohibited), and clarify your organisation’s role, as each carries different obligations. Link the applicable articles to affected business functions and processes. Design lightweight classification processes that enable rapid assessment of new AI initiatives. Identify which use cases require immediate attention vs. those that can evolve with emerging standards.",{"type":331,"content":2285},[2286,2290,2295],{"text":2287,"type":336,"marks":2288},"Tip: ACE’s expert-led workshops guide you through AI-Act scoping, running applicability scans and risk-classification sessions to build and expand your AI inventory. Meanwhile, ",[2289],{"type":425},{"text":98,"type":336,"marks":2291},[2292,2293],{"type":425},{"type":439,"attrs":2294},{"href":471,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":2296,"type":336,"marks":2297},"’s impact-assessment module automatically maps every relevant article to your business functions, so you can focus on innovation rather than manual cross-referencing.",[2298],{"type":425},{"type":331,"content":2300},[2301],{"text":2302,"type":336},"This same scoping approach applies to other frameworks beyond the AI Act: understanding where regulatory obligations attach to business processes and systems is the first step in reducing duplicated work.",{"type":449,"attrs":2304,"content":2305},{"level":1764},[2306],{"text":2307,"type":336},"Step 2: Assess gaps and overlaps with existing controls",{"type":331,"content":2309},[2310],{"text":2311,"type":336},"Evaluate which AI Act requirements are already covered by existing controls and where clear gaps remain. Pay special attention to implementation overlaps, ownership conflicts, and areas of regulatory convergence like data classification, incident response, and third-party risk. This step helps determine where new controls are genuinely needed, and where existing ones can be re-used or extended.",{"type":331,"content":2313},[2314,2318,2323],{"text":2315,"type":336,"marks":2316},"Tip: Leverage ACE’s in-house ",[2317],{"type":425},{"text":184,"type":336,"marks":2319},[2320,2321],{"type":425},{"type":439,"attrs":2322},{"href":1060,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":2324,"type":336,"marks":2325}," framework to map AI Act requirements against your existing control environment. Our alignment workshops help identify reuse candidates, surface control gaps, and assign clear responsibilities.",[2326],{"type":425},{"type":449,"attrs":2328,"content":2329},{"level":1764},[2330],{"text":2331,"type":336},"Step 3: Draft a provisional AI control set",{"type":331,"content":2333},[2334],{"text":2335,"type":336},"Develop targeted controls only where real gaps exist. These AI-specific measures (such as dataset bias testing, retraining frequency, or explainability thresholds) should be treated as “version 0.9” controls, designed for flexibility as harmonised standards evolve. When CEN-CENELEC guidance is finalised, only minor updates to these baseline controls will be required.",{"type":331,"content":2337},[2338,2342],{"text":2339,"type":336,"marks":2340},"Tip: Use Helia’s Generative Accelerator to support the drafting of AI controls and map them back to applicable obligations. This focused module helps deliver a targeted first draft, ready for refinement and later rationalisation in the broader control library",[2341],{"type":425},{"text":2343,"type":336},".",{"type":449,"attrs":2345,"content":2346},{"level":1764},[2347],{"text":2348,"type":336},"Step 4: Rationalise controls and monitor",{"type":331,"content":2350},[2351],{"text":2352,"type":336},"Merge overlapping controls into a single, traceable framework that maintains regulatory lineage and connects requirements to specific evidence locations.",{"type":331,"content":2354},[2355],{"text":2356,"type":336},"For instance, consolidate the logging requirements from the earlier “Logging, monitoring, and incident reporting” example into a single “Event logging” control:",{"type":1073,"content":2358},[2359],{"type":1076,"content":2360},[2361],{"type":331,"content":2362},[2363],{"text":2364,"type":336},"Implement immutable, timestamped event logging for high-risk AI systems, ICT systems supporting critical or important functions, and systems processing personal data under GDPR, capturing user\u002Frole IDs, actions\u002Fevents, and affected data elements. Store logs in a tamper-evident repository, retain them for the defined period, and integrate with automated alerting or monitoring mechanisms where required",{"type":331,"content":2366},[2367],{"text":2368,"type":336},"Or to cover the overlapping regimes in data governance, a potential “Data governance and integrity” control could be formulated in a similar way. These are starting points. The same ontology of controls and evidence can, and should, be expanded to cover frameworks like NIS2 or ISO 27001, creating a foundation for managing evolving digital risk and compliance without re-inventing your controls every time a new regulation arrives.",{"type":331,"content":2370},[2371],{"text":2372,"type":336,"marks":2373},"Tip: Helia’s Control Rationalisation engine accelerates this process by automatically mapping regulatory lineage across frameworks. As part of a broader compliance workbench, Helia provides a collaborative, GenAI-enabled platform where risk, data, and compliance teams can automate regulatory mapping, streamline control management, and build towards continuous compliance over time.",[2374],{"type":425},{"type":449,"attrs":2376,"content":2377},{"level":451},[2378],{"text":2379,"type":336}," Turn regulatory complexity into competitive advantage",{"type":331,"content":2381},[2382],{"text":2383,"type":336},"This integrated approach transforms regulatory compliance from a cost burden into a competitive advantage, enabling faster AI deployment, more efficient resource allocation, and stronger risk management capabilities. By rationalising controls first, and extending governance to connect roles, processes, and evidence, banks address the AI Act without creating yet another compliance silo.",{"type":331,"content":2385},[2386],{"text":2387,"type":336},"The AI Act is just the latest trigger. Banks that build a unified governance fabric today will be equipped to adapt faster, smarter, and with less duplication when the next wave of regulation arrives. Ready to move beyond fragmented compliance? Contact our experts to discuss your specific AI governance challenges or arrange a Helia demonstration to see harmonised control rationalisation in action.","2025-08-07 09:45:57",{"id":2390,"alt":2147,"filename":2391,"fieldtype":322},205752429155840,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F1739726\u002F93394c4770\u002Fhow-to-turn-ai-governance-into-a-single-control-fabric.png",{"name":1918,"created_at":1919,"published_at":1920,"updated_at":1921,"id":1922,"uuid":1923,"content":2393,"slug":1940,"full_slug":1941,"sort_by_date":328,"position":1942,"tag_list":2401,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":1944,"first_published_at":1945,"release_id":328,"lang":372,"path":328,"alternates":2402,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},{"bio":2394,"_uid":1931,"name":1918,"role":596,"email":1932,"facts":2399,"phone":1934,"photo":2400,"quote":1938,"linkedin":1939,"component":605,"quote_source":9},{"type":326,"content":2395},[2396],{"type":331,"content":2397},[2398],{"text":1930,"type":336},[],{"id":1936,"alt":1918,"name":9,"focus":9,"title":9,"filename":1937,"copyright":9,"fieldtype":322},[],[],"Banks today are navigating an increasingly complex web of digital regulations, spanning data protection, operational resilience, and now, AI-specific risk management. While regulatory overlap is nothing new, the arrival…","https:\u002F\u002Facecompany.nl\u002Fblog\u002Fresponsible-ai\u002Fhow-to-turn-ai-governance-into-a-single-control-fabric\u002F","how-to-turn-ai-governance-into-a-single-control-fabric","news\u002Fhow-to-turn-ai-governance-into-a-single-control-fabric",-80,[],"93bc4d17-6b01-47bd-ae71-690ad2974950","2026-08-05T09:28:48.503Z",[],{"name":2413,"created_at":2414,"published_at":2415,"updated_at":2416,"id":2417,"uuid":2418,"content":2419,"slug":2675,"full_slug":2676,"sort_by_date":328,"position":1942,"tag_list":2677,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":2678,"first_published_at":2679,"release_id":328,"lang":372,"path":328,"alternates":2680,"default_full_slug":328,"translated_slugs":328},"AI Compliance in Motion: Adapting to Agentic Systems","2026-08-05T09:28:52.845Z","2026-09-02T13:28:34.387Z","2026-09-02T13:28:34.403Z",205752454582606,"3c7449a0-a33c-436a-bf44-2c8d41fb71e7",{"_uid":2420,"body":2421,"date":2658,"kind":762,"image":2659,"title":2413,"topic":184,"author":2662,"summary":2673,"component":615,"source_url":2674},"7f9ecfdb-2dcf-45d0-bd31-d71ffa0541c9",{"type":326,"content":2422},[2423,2433,2438,2442,2446,2450,2454,2459,2463,2483,2487,2492,2496,2516,2521,2525,2533,2541,2548,2556,2563,2571,2578,2586,2591,2595,2600,2620,2625,2629,2634,2654],{"type":331,"content":2424},[2425,2429],{"text":2426,"type":336,"marks":2427},"AI compliance is evolving, are your controls keeping up? ",[2428],{"type":341},{"text":2430,"type":336,"marks":2431},"Interpretation of the AI Act is often grounded in traditional GenAI use cases. But what happens when AI becomes agentic, learning, acting, and adapting autonomously within its ecosystem? That’s when compliance needs to evolve too. In this post: how to govern AI that thinks, and moves, on its own.",[2432],{"type":341},{"type":449,"attrs":2434,"content":2435},{"level":451},[2436],{"text":2437,"type":336},"Dynamic AI Agents, Static Compliance: Rethinking the AI Act for an Autonomous Era",{"type":331,"content":2439},[2440],{"text":2441,"type":336},"The EU’s AI Act sends a clear signal: risk governance, transparency, and accountability are no longer optional, they are central to being compliant. But just as companies begin aligning with these new rules, a new technological frontier is reshaping compliance strategies: agentic AI.",{"type":331,"content":2443},[2444],{"text":2445,"type":336},"This type of AI does not just assist, it acts and evolves. It independently pursues goals within a workflow, learns from its environment, and makes autonomous decisions across ecosystems involving multiple data sources and third-party applications. By orchestrating a range of models, it can steer and improve processes effectively and combine the strengths of various specialties and domains of expertise.",{"type":331,"content":2447},[2448],{"text":2449,"type":336},"Agentic AI unlocks powerful capabilities such as multistep problem solving, but it also introduces a new level of risk and complexity, leading to additional compliance challenges. When these agents fall under the high-risk category, they are subject to strict regulatory oversight under the AI Act. However, even when organisations develop or use AI systems that are formally not classified as high-risk, a responsible AI approach, aligned with the spirit of the regulation, supports applying similar safeguards. This encourages organisations to proactively adopt comparable controls, strengthening governance and trust.",{"type":331,"content":2451},[2452],{"text":2453,"type":336},"This blogpost explores how organisations can prepare in practice, and what it takes to operationalise AI ACT requirements in the age of agentic AI.",{"type":449,"attrs":2455,"content":2456},{"level":1764},[2457],{"text":2458,"type":336},"What is Agentic AI, and Why Does It Matter?",{"type":331,"content":2460},[2461],{"text":2462,"type":336},"Unlike traditional monolithic generative models or retrieval-augmented systems, agentic AI operates with a high degree of autonomy. These systems:",{"type":1073,"content":2464},[2465,2471,2477],{"type":1076,"content":2466},[2467],{"type":331,"content":2468},[2469],{"text":2470,"type":336},"Pursue goals rather than simply producing outputs",{"type":1076,"content":2472},[2473],{"type":331,"content":2474},[2475],{"text":2476,"type":336},"Learn and adapt dynamically, updating their strategies or behaviours over time",{"type":1076,"content":2478},[2479],{"type":331,"content":2480},[2481],{"text":2482,"type":336},"Take action across both digital and physical systems",{"type":331,"content":2484},[2485],{"text":2486,"type":336},"What sets agentic AI apart is its integration of core problem-solving capabilities, including memory, planning, orchestration, and the ability to interact with external applications. Together, these features make agentic systems highly effective in optimizing processes and executing decisions autonomously.",{"type":449,"attrs":2488,"content":2489},{"level":1764},[2490],{"text":2491,"type":336},"A New Risk Landscape",{"type":331,"content":2493},[2494],{"text":2495,"type":336},"Agentic AI fundamentally shifts the risk profile. As these systems increase in “agentness”, broader goals, greater adaptability, and more independence, the risks scale accordingly:",{"type":1073,"content":2497},[2498,2504,2510],{"type":1076,"content":2499},[2500],{"type":331,"content":2501},[2502],{"text":2503,"type":336},"Emergent behavior: Agents learn through interaction, causing their behavior to shift in ways that are often unanticipated. As a result, static, upfront risk assessments are no longer sufficient. Risk management needs to be ongoing and responsive to how the system evolves in real-world conditions. This broadens and shifts the scope of risk evaluation across the AI value chain, risk mitigation is not confined to the development phase but becomes equally, if not more, critical during deployment",{"type":1076,"content":2505},[2506],{"type":331,"content":2507},[2508],{"text":2509,"type":336},"External integration risk: Agentic systems often autonomously interface with third-party tools, APIs, and environments, meaning that their operational boundary is constantly shifting. A vulnerability in any integrated service can cascade into the agent itself, significantly expanding the attack surface and creating a hard-to-control security environment",{"type":1076,"content":2511},[2512],{"type":331,"content":2513},[2514],{"text":2515,"type":336},"The accountability gap: These systems operate via countless micro-decisions, making it difficult to trace why something happened, complicating compliance with transparency and auditability standards under the AI Act",{"type":449,"attrs":2517,"content":2518},{"level":451},[2519],{"text":2520,"type":336},"The AI Act Through an Agentic Lens",{"type":331,"content":2522},[2523],{"text":2524,"type":336},"While the AI Act provides a strong foundation, applying the requirements to agentic AI asks for a reinterpretation in four key areas:",{"type":449,"attrs":2526,"content":2528},{"level":2527},4,[2529],{"text":2530,"type":336,"marks":2531},"1. Risk management must account for real-time evolution and be ecosystem-aware",[2532],{"type":425},{"type":331,"content":2534},[2535,2539],{"text":2536,"type":336,"marks":2537},"(Articles 9, 15, 26) ",[2538],{"type":341},{"text":2540,"type":336},"Agentic systems evolve in production. Although the AI Act mandates risk evaluation before and after deployment, most of its risk mitigation requirements remain concentrated in the development phase. Consequently, this places the primary responsibility on the provider. Users are required to notify providers of emerging risks but are only obligated to implement risk mitigations in limited circumstances, unless the evolution of the agentic AI system is deemed a substantial modification by the user. However, what constitutes such a modification remains unclear at this stage. In practice, risk management must be continuous, with real-time monitoring and mitigation embedded into system operations. Fixed performance thresholds are insufficient. These systems adapt, which means compliance must ensure consistent reliability in dynamic environments, not just initial accuracy. Similarly, robustness must account for failure modes that arise over time, requiring systems to degrade safely and recover under unexpected conditions. Security must evolve as well. As agents increasingly integrate with external tools and APIs, their operational boundaries become fluid. Effective security requires active assurance across the full ecosystem, not just the core model.",{"type":449,"attrs":2542,"content":2543},{"level":2527},[2544],{"text":2545,"type":336,"marks":2546},"2. Human oversight must guide behaviour, not just approve outputs",[2547],{"type":425},{"type":331,"content":2549},[2550,2554],{"text":2551,"type":336,"marks":2552},"(Article 14) ",[2553],{"type":341},{"text":2555,"type":336},"Manual approvals are too slow. Oversight must be embedded into the system via dynamic guardrails, real-time intervention points, and escalation protocols. Providers must update risk controls based on post-market performance, while deployers need to contribute operational insights. Oversight becomes a shared, continuous responsibility throughout the system’s lifecycle.",{"type":449,"attrs":2557,"content":2558},{"level":2527},[2559],{"text":2560,"type":336,"marks":2561},"3. Transparency must reflect system evolution and complexity",[2562],{"type":425},{"type":331,"content":2564},[2565,2569],{"text":2566,"type":336,"marks":2567},"(Article 13) ",[2568],{"type":341},{"text":2570,"type":336},"One-time disclosures fall short. Effective transparency requires ongoing, real-world insight into what the system is doing and why. Simple, user-friendly explanations are more difficult to deliver when decisions come from complex, multivariate reasoning. But meaningful interpretability is still possible, by surfacing the key factors influencing decisions, even if full logic is irreducible.",{"type":449,"attrs":2572,"content":2573},{"level":2527},[2574],{"text":2575,"type":336,"marks":2576},"4. Documentation must be dynamic and auditable over time",[2577],{"type":425},{"type":331,"content":2579},[2580,2584],{"text":2581,"type":336,"marks":2582},"(Articles 11, 12, 18 & 19) ",[2583],{"type":341},{"text":2585,"type":336},"Agentic AI demands living documentation: regularly updated to reflect changes in logic, behaviour, and system architecture. Logging individual outputs is not enough, organisations need structured records of how decisions were made, with versioned archives that reflect the system’s evolution. Instead of archiving everything, the emphasis should be on retaining interpretable and relevant data that supports audits and investigations.",{"type":449,"attrs":2587,"content":2588},{"level":1764},[2589],{"text":2590,"type":336},"From Principle to Practice: Governing Agentic AI",{"type":331,"content":2592},[2593],{"text":2594,"type":336},"Identifying risks is only the beginning. The real challenge lies in translating the AI Act’s high-level requirements into operational governance. That requires changes across both technical systems and organisational processes.",{"type":449,"attrs":2596,"content":2597},{"level":2527},[2598],{"text":2599,"type":336},"Here are three practical priorities:",{"type":1073,"content":2601},[2602,2608,2614],{"type":1076,"content":2603},[2604],{"type":331,"content":2605},[2606],{"text":2607,"type":336},"Shared, ongoing risk assessment: Providers must build tools for detecting emergent risks. Deployers must monitor real-world system behaviour and its effects on end users and fundamental rights. Feedback loops are essential",{"type":1076,"content":2609},[2610],{"type":331,"content":2611},[2612],{"text":2613,"type":336},"Dynamic transparency and real-time monitoring: Agentic AI systems require traceability infrastructure: unique system IDs, behavioral dashboards, and activity logs that show how and why decisions were made, not just what the outcome was",{"type":1076,"content":2615},[2616],{"type":331,"content":2617},[2618],{"text":2619,"type":336},"Adaptive oversight, both technical and human: Controls must scale with speed. That means automated safeguards (like action filters and emergency shutdowns), layered permissions, and AI-literate human operators empowered to intervene when it counts",{"type":449,"attrs":2621,"content":2622},{"level":451},[2623],{"text":2624,"type":336},"Final Thought: Same Principles, New Execution",{"type":331,"content":2626},[2627],{"text":2628,"type":336},"The core pillars of the AI Act, risk management, transparency, oversight, remain relevant. But how we apply them must evolve.",{"type":449,"attrs":2630,"content":2631},{"level":2527},[2632],{"text":2633,"type":336},"Agentic AI requires governance that is:",{"type":1073,"content":2635},[2636,2642,2648],{"type":1076,"content":2637},[2638],{"type":331,"content":2639},[2640],{"text":2641,"type":336},"Continuous, not one-off",{"type":1076,"content":2643},[2644],{"type":331,"content":2645},[2646],{"text":2647,"type":336},"Interpretative, not black-and-white",{"type":1076,"content":2649},[2650],{"type":331,"content":2651},[2652],{"text":2653,"type":336},"Collaborative, not siloed",{"type":331,"content":2655},[2656],{"text":2657,"type":336},"Governing agentic AI isn’t just a technical task. It’s a shared responsibility, and an opportunity to lead. By aligning legal compliance with technical agility, organisations can build AI systems that are not only intelligent, but also safe, accountable, and worthy of trust.","2025-07-24 12:41:08",{"id":2660,"alt":2413,"filename":2661,"fieldtype":322},205752448726532,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F22151\u002F1749bcc91e\u002Fai-compliance-in-motion-adapting-to-agentic-systems.png",{"name":582,"created_at":583,"published_at":584,"updated_at":585,"id":586,"uuid":587,"content":2663,"slug":606,"full_slug":607,"sort_by_date":328,"position":608,"tag_list":2671,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":611,"first_published_at":612,"release_id":328,"lang":372,"path":328,"alternates":2672,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},{"bio":2664,"_uid":595,"name":582,"role":596,"email":597,"facts":2669,"phone":599,"photo":2670,"quote":603,"linkedin":604,"component":605,"quote_source":9},{"type":326,"content":2665},[2666],{"type":331,"content":2667},[2668],{"text":594,"type":336},[],{"id":601,"alt":582,"name":9,"focus":9,"title":9,"filename":602,"copyright":9,"fieldtype":322},[],[],"AI compliance is evolving, are your controls keeping up? Interpretation of the AI Act is often grounded in traditional GenAI use cases. But what happens when AI becomes agentic, learning, acting, and adapting…","https:\u002F\u002Facecompany.nl\u002Fblog\u002Fresponsible-ai\u002Fai-compliance-in-motion-adapting-to-agentic-systems\u002F","ai-compliance-in-motion-adapting-to-agentic-systems","news\u002Fai-compliance-in-motion-adapting-to-agentic-systems",[],"160fe28d-3e77-4220-8877-50f0ff26994a","2026-08-05T09:28:52.901Z",[],{"name":2682,"created_at":2683,"published_at":2684,"updated_at":2685,"id":2686,"uuid":2687,"content":2688,"slug":2967,"full_slug":2968,"sort_by_date":328,"position":2969,"tag_list":2970,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":2971,"first_published_at":2972,"release_id":328,"lang":372,"path":328,"alternates":2973,"default_full_slug":328,"translated_slugs":328},"The Hidden Costs of RegTech Adoption","2026-08-05T09:28:54.915Z","2026-09-02T13:30:05.699Z","2026-09-02T13:30:05.716Z",205752463045083,"d2918c53-79c4-4bfd-89e0-c7c928e1e0d2",{"_uid":2689,"body":2690,"date":2950,"kind":762,"image":2951,"title":2682,"topic":580,"author":2954,"summary":2965,"component":615,"source_url":2966},"67a86195-8b9a-416a-a767-eaaf20a6508c",{"type":326,"content":2691},[2692,2697,2713,2717,2728,2733,2739,2743,2747,2752,2763,2771,2809,2814,2818,2823,2827,2873,2884,2889,2893,2925],{"type":449,"attrs":2693,"content":2694},{"level":451},[2695],{"text":2696,"type":336},"Why the Regulatory Puzzle Needs a Fresh Approach",{"type":331,"content":2698},[2699,2701,2705,2707,2711],{"text":2700,"type":336},"Between continuous ",{"text":127,"type":336,"marks":2702},[2703],{"type":439,"attrs":2704},{"href":809,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":2706,"type":336}," updates, ",{"text":1044,"type":336,"marks":2708},[2709],{"type":439,"attrs":2710},{"href":1048,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":2712,"type":336}," developments, and the impending Basel III final reforms, financial institutions face a flood of new rules that can overwhelm even well-staffed compliance teams. Over the years, RegTech solutions have come a long way to support these processes, reducing manual effort with greater accuracy. To illustrate, horizon scanning tools help spot what’s coming and what’s important, GRC platforms assist in managing who’s responsible, and reporting solutions crunch disclosure data.",{"type":331,"content":2714},[2715],{"text":2716,"type":336},"Yet an iceberg still lurks beneath that glossy surface. As the pace of regulatory change accelerates, many firms discover that ‘knowing what’s coming’ is only the tip. Below the waterline, hidden costs can weigh down the organization’s ability to stay agile and efficient. That’s where a fresh, truly integrated approach is needed.",{"type":331,"content":2718},[2719,2724],{"text":2720,"type":336,"marks":2721},"The costs beneath the surface",[2722,2723],{"type":341},{"type":425},{"text":2725,"type":336,"marks":2726},". While RegTech solutions highlight visible benefits, many hide a larger mass of manual work and operational risk. ",[2727],{"type":341},{"type":449,"attrs":2729,"content":2730},{"level":451},[2731],{"text":2732,"type":336},"Hidden Complexity and Manual Dependence",{"type":331,"content":2734},[2735],{"text":2736,"type":336,"marks":2737},"Our review of over 70 RegTech offerings revealed that roughly 3 out of 4 solutions focus primarily on the software’s technical capabilities, rather than how it integrates with a firm’s business processes. As a result, many of these tools require ongoing (and often external) subject matter expertise to interpret the downstream impact of new regulations.",[2738],{"type":341},{"type":331,"content":2740},[2741],{"text":2742,"type":336},"Our recent RegTech landscape analysis confirms that while many solutions excel at scanning or baseline reporting, they still lean on heavy specialist involvement to interpret practical impacts. In other words, the technology might highlight new obligations or let you track them in a dashboard, but it rarely spells out the repercussions for your product lines, IT dependencies, or entire operating model.",{"type":331,"content":2744},[2745],{"text":2746,"type":336},"Compliance analysts therefore end up bridging this gap themselves or bringing in outside consultants, a short-term fix that siphons institutional knowledge. Even a single RegTech implementation can stretch beyond a year, given the blueprinting, customization, and testing required to adapt a standard tool to a bank’s unique processes. Each time the regulatory landscape shifts, the cycle restarts and the iceberg of hidden effort re-emerges. We see it as a sign that the market needs solutions built around genuine financial-sector knowledge, so teams aren’t forced to reinvent the wheel every time a directive lands.",{"type":449,"attrs":2748,"content":2749},{"level":451},[2750],{"text":2751,"type":336},"Infusing Domain Expertise from Day One",{"type":331,"content":2753},[2754,2756,2761],{"text":2755,"type":336},"Through our own consulting activities and industry research, Ace recognized that a truly effective RegTech solution must come pre-loaded with practical banking know-how. While horizon scanning tools tell you what is coming, and GRC solutions manage who does what, the AI-enabled ",{"text":2757,"type":336,"marks":2758},"impact assessment",[2759],{"type":439,"attrs":2760},{"href":895,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":2762,"type":336}," helps to pin down how your business processes and cost structures will be impacted.",{"type":331,"content":2764},[2765,2769],{"text":98,"type":336,"marks":2766},[2767],{"type":439,"attrs":2768},{"href":471,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":2770,"type":336}," complements them at precisely the point where deeper business impact assessment is required. By uniting advanced AI with Ace’s decades of financial-sector consulting expertise, we enable new rules to be analyzed against your existing frameworks, providing actionable steps for your day-to-day operations.",{"type":1073,"content":2772},[2773,2783,2799],{"type":1076,"content":2774},[2775,2779],{"type":331,"content":2776},[2777],{"text":2778,"type":336},"Connected Regulatory Intelligence.",{"type":331,"content":2780},[2781],{"text":2782,"type":336}," Designed by Ace’s own consulting experts, Helia doesn’t just note obligations; it interprets them in a financial institution’s context. Think of it as the “missing link” between the raw data feeds from horizon scanning and your downstream GRC or reporting frameworks",{"type":1076,"content":2784},[2785,2789],{"type":331,"content":2786},[2787],{"text":2788,"type":336},"Traceability to Reporting.",{"type":331,"content":2790},[2791,2793,2797],{"text":2792,"type":336}," Helia links each regulatory requirement directly to the relevant policies, processes, and data points. Rather than leave you manually mapping ",{"text":705,"type":336,"marks":2794},[2795],{"type":439,"attrs":2796},{"href":709,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":2798,"type":336}," or ESG mandates into internal workflows, Helia shortens the journey from ‘we need to do this’ to ‘here’s how we do it’",{"type":1076,"content":2800},[2801,2805],{"type":331,"content":2802},[2803],{"text":2804,"type":336},"Flexible Delivery Model.",{"type":331,"content":2806},[2807],{"text":2808,"type":336}," Whether you want just the AI software to handle advanced business impact analysis or a more hands-on consulting partnership to reshape your entire compliance approach, we have you covered",{"type":449,"attrs":2810,"content":2811},{"level":1764},[2812],{"text":2813,"type":336},"Practical Impact",{"type":331,"content":2815},[2816],{"text":2817,"type":336},"Time after time, we’ve seen how the ‘plug-and-play’ promise turns into a months-long process. European financial institutions spend an estimated €90-120 billion annually on regulatory compliance, and the number of compliance officers has doubled in the past decade. Yet much of their work is still bogged down by repeated manual mapping: each new rule from a fragmented, ever-shifting regulatory landscape must be painstakingly interpreted, reconciled, and documented. By automating these repeated tasks, Helia frees compliance teams from the endless cycle of re-checking, allowing them to focus on higher-value decisions.",{"type":449,"attrs":2819,"content":2820},{"level":451},[2821],{"text":2822,"type":336},"From Regulation to Actionable Items",{"type":331,"content":2824},[2825],{"text":2826,"type":336},"Helia’s architecture is modular and designed to integrate seamlessly with the rest of your RegTech stack:",{"type":1290,"attrs":2828,"content":2829},{"order":1292},[2830,2843,2853,2863],{"type":1076,"content":2831},[2832,2839],{"type":331,"content":2833},[2834],{"text":66,"type":336,"marks":2835},[2836],{"type":439,"attrs":2837},{"href":2838,"uuid":328,"anchor":328,"target":442,"linktype":12},"\u002Fhelia\u002Fregulatory-nexus",{"type":331,"content":2840},[2841],{"text":2842,"type":336}," Pull in upcoming changes (think DORA, CSRD, or any new EU directive) and get plain-language breakdowns",{"type":1076,"content":2844},[2845,2849],{"type":331,"content":2846},[2847],{"text":2848,"type":336},"Organizational Lens",{"type":331,"content":2850},[2851],{"text":2852,"type":336}," Map legal requirements against relevant frameworks (including your own). Pinpoint where these changes affect your internal policies, processes, and reporting",{"type":1076,"content":2854},[2855,2859],{"type":331,"content":2856},[2857],{"text":2858,"type":336},"Policy Workbench",{"type":331,"content":2860},[2861],{"text":2862,"type":336}," Quickly highlight conflicts, redundancies, or missing statements to keep all policies cohesive. Accelerate the creation of new statements and harmonize policies across hierarchical domains",{"type":1076,"content":2864},[2865,2869],{"type":331,"content":2866},[2867],{"text":2868,"type":336},"Regulatory Data Lineage and Acceleration",{"type":331,"content":2870},[2871],{"text":2872,"type":336}," Connect obligations all the way down to key data points, helping produce robust compliance documentation with minimal friction",{"type":331,"content":2874},[2875,2880],{"text":2876,"type":336,"marks":2877},"Bridging the gap.",[2878,2879],{"type":341},{"type":425},{"text":2881,"type":336,"marks":2882}," Helia sits between reg-intelligence feeds and your GRC\u002Freporting stack, translating “what’s coming” into business-ready actions, and feeding confirmations back the other way.",[2883],{"type":341},{"type":449,"attrs":2885,"content":2886},{"level":451},[2887],{"text":2888,"type":336},"There Is a Better Way to Truly Simplify Compliance",{"type":331,"content":2890},[2891],{"text":2892,"type":336},"At Ace, we believe the next step in RegTech is about weaving industry expertise into the technology. By embedding deep financial-sector knowledge at every level, your team can spend less time navigating partial solutions and more time making strategic, high-level decisions. Here’s how we do it:",{"type":1073,"content":2894},[2895,2905,2915],{"type":1076,"content":2896},[2897,2901],{"type":331,"content":2898},[2899],{"text":2900,"type":336},"Better Operational Alignment",{"type":331,"content":2902},[2903],{"text":2904,"type":336}," By tying each regulatory obligation to the relevant policies, processes, and data points, Helia bridges the space between horizon scanning, GRC tasks, and reporting frameworks. Every new rule can be implemented with fewer manual steps and less guesswork",{"type":1076,"content":2906},[2907,2911],{"type":331,"content":2908},[2909],{"text":2910,"type":336},"Reduced Complexity",{"type":331,"content":2912},[2913],{"text":2914,"type":336}," Our built-in domain expertise simplifies compliance efforts across the board, so you won’t need to decipher raw data feeds or continually rewrite policy language on your own. Helia tackles what’s under the waterline, so only true simplicity remains on the surface",{"type":1076,"content":2916},[2917,2921],{"type":331,"content":2918},[2919],{"text":2920,"type":336},"Scalability",{"type":331,"content":2922},[2923],{"text":2924,"type":336}," Because it complements existing tools rather than replacing them, Helia naturally adapts to your bank’s expanding regulatory demands, from the AI Act to ESG reporting and beyond. The platform evolves alongside you, so new requirements don’t become full-blown projects every time",{"type":331,"content":2926},[2927,2931,2932,2934,2940,2942,2948],{"text":2928,"type":336,"marks":2929},"Ready to See Helia in Action?",[2930],{"type":425},{"type":547},{"text":2933,"type":336}," Contact ",{"text":2935,"type":336,"marks":2936},"Nick",[2937],{"type":439,"attrs":2938},{"href":2939,"uuid":328,"anchor":328,"target":328,"linktype":102},"https:\u002F\u002Facecompany.nl\u002Fteam\u002Fnick-prince\u002F",{"text":2941,"type":336}," or ",{"text":2943,"type":336,"marks":2944},"Mehul",[2945],{"type":439,"attrs":2946},{"href":2947,"uuid":328,"anchor":328,"target":328,"linktype":102},"https:\u002F\u002Facecompany.nl\u002Fteam\u002Fmehul-mistry\u002F",{"text":2949,"type":336}," to see Helia in action and learn how our combined platform and service model can ease the tension between technology potential and real-world constraints.","2025-04-30 10:45:51",{"id":2952,"alt":2682,"filename":2953,"fieldtype":322},205752457336325,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F111548\u002F0166f159b9\u002Fhidden-costs-of-regtech-adoption.png",{"name":582,"created_at":583,"published_at":584,"updated_at":585,"id":586,"uuid":587,"content":2955,"slug":606,"full_slug":607,"sort_by_date":328,"position":608,"tag_list":2963,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":611,"first_published_at":612,"release_id":328,"lang":372,"path":328,"alternates":2964,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},{"bio":2956,"_uid":595,"name":582,"role":596,"email":597,"facts":2961,"phone":599,"photo":2962,"quote":603,"linkedin":604,"component":605,"quote_source":9},{"type":326,"content":2957},[2958],{"type":331,"content":2959},[2960],{"text":594,"type":336},[],{"id":601,"alt":582,"name":9,"focus":9,"title":9,"filename":602,"copyright":9,"fieldtype":322},[],[],"Why the Regulatory Puzzle Needs a Fresh Approach Between continuous ESG updates, AI Act developments, and the impending Basel III final reforms, financial institutions face a flood of new rules that can overwhelm even…","https:\u002F\u002Facecompany.nl\u002Fblog\u002Fregtech\u002Fhidden-costs-of-regtech-adoption\u002F","hidden-costs-of-regtech-adoption","news\u002Fhidden-costs-of-regtech-adoption",-110,[],"47321454-faf7-4baa-bec4-9233d894c146","2026-08-05T09:28:54.963Z",[],{"name":2975,"created_at":2976,"published_at":2977,"updated_at":2978,"id":2979,"uuid":2980,"content":2981,"slug":3125,"full_slug":3126,"sort_by_date":328,"position":3127,"tag_list":3128,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":3129,"first_published_at":3130,"release_id":328,"lang":372,"path":328,"alternates":3131,"default_full_slug":328,"translated_slugs":328},"Integrating Environmental and Social Factors into Risk Management: A Reflection on Current Status","2026-08-05T09:28:57.154Z","2026-09-02T13:26:16.336Z","2026-09-02T13:26:16.351Z",205752472220324,"6c946f6b-9546-4a0f-8f50-b133bcaeaf4f",{"_uid":2982,"body":2983,"date":3078,"kind":762,"image":3079,"title":2975,"topic":172,"author":3082,"summary":3123,"component":615,"source_url":3124},"93fcb5c2-a1ad-4f1e-8c3e-a545f07f92f7",{"type":326,"content":2984},[2985,2995,3000,3018,3022,3027,3031,3036,3040,3044,3049,3053,3057,3062,3066],{"type":331,"content":2986},[2987,2989,2993],{"text":2988,"type":336},"As the world faces the increasing impact of environmental, social, and governance (",{"text":127,"type":336,"marks":2990},[2991],{"type":439,"attrs":2992},{"href":809,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":2994,"type":336},") issues, financial institutions are under growing pressure to integrate these factors into their risk management frameworks. While environmental factors have received regulatory attention in risk-context (with the primary focus on climate-related factors), social and governance factors are mostly left to the willingness of financial institutions to incorporate them into their risk management frameworks. Therefore, the integration of social and governance risks is still in its early stages. Throughout this blog, we will take a closer look at the current landscape, specifically focusing on the regulatory developments around environmental- and social-related risks that are guiding this shift.",{"type":449,"attrs":2996,"content":2997},{"level":451},[2998],{"text":2999,"type":336},"Moving from a narrow Climate-focus…",{"type":331,"content":3001},[3002,3004,3010,3012,3016],{"text":3003,"type":336},"The integration of environmental and social factors into risk management is mainly driven by regulation, with maturity varying significantly across themes. Integration of climate risks has progressed substantially, supported by extensive regulatory focus and supervision. ",{"text":3005,"type":336,"marks":3006},"The ECB Guide on climate-related and environmental risks",[3007],{"type":439,"attrs":3008},{"href":3009,"uuid":328,"anchor":328,"target":1010,"linktype":102},"https:\u002F\u002Fwww.bankingsupervision.europa.eu\u002Fecb\u002Fpub\u002Fpdf\u002Fssm.202011finalguideonclimate-relatedandenvironmentalrisks~58213f6564.en.pdf",{"text":3011,"type":336}," has been a key driver, compelling ",{"text":1732,"type":336,"marks":3013},[3014],{"type":439,"attrs":3015},{"href":1239,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":3017,"type":336}," to integrate climate considerations into their strategies, governance and risk management. Mandatory frameworks like the Corporate Sustainability Reporting Directive (CSRD) have further advanced this integration by standardizing and expanding the scope of climate risk reporting obligations. In this context, the EU Taxonomy has also played a significant role in accelerating the introduction of climate-related regulation in Europe.",{"type":331,"content":3019},[3020],{"text":3021,"type":336},"It provides clear criteria for sustainable activities, thereby guiding businesses and financial institutions toward sustainable decision-making. Moreover, the disclosure framework published by the Taskforce on Climate-related Financial Disclosures (TCFD), while voluntary, has informed regulatory frameworks like the ECB Guide and the CSRD, thereby pushing organizations to enhance transparency regarding climate-related risks. Looking ahead, the integration of climate risks into CRR3\u002FCRD6 will further enhance the incorporation of climate risks into financial institutions’ risk management frameworks. Similarly, the EBA Guidelines on the management of ESG risks, published on 9 January 2025, and the recently published EBA Draft Guidelines on ESG Scenario Analysis, currently open for consultation until 16 April 2025, are both anticipated to take effect on 11 January 2026, providing additional support for this progression.",{"type":449,"attrs":3023,"content":3024},{"level":451},[3025],{"text":3026,"type":336},"…to a broad Nature-focus",{"type":331,"content":3028},[3029],{"text":3030,"type":336},"While climate risks have seen the most regulatory development, progress is being made toward integrating nature-related risks. Regulatory initiatives, such as the ECB Guide on climate-related and environmental risks and the disclosure framework developed by the Taskforce on Nature-related Financial Disclosures (TNFD), are encouraging financial institutions to incorporate nature-related risks into their strategies. Although the TNFD framework is currently voluntary, its adoption is gaining traction, over 500 companies and financial institutions have committed to begin nature-related corporate reporting based on its recommendations, as announced by the TNFD at the COP16 Biodiversity Conference. The EBA Guidelines on managing ESG risks are expected to provide additional guidance on integrating these factors into risk management. Furthermore, the increased awareness of the interconnectedness of climate- and nature-related risks is contributing to a new level of understanding about the topic for both companies and supervisors. This will most likely result in future amendments in the regulatory landscape.",{"type":449,"attrs":3032,"content":3033},{"level":451},[3034],{"text":3035,"type":336},"Social factors are lagging behind",{"type":331,"content":3037},[3038],{"text":3039,"type":336},"Whereas nature-related risks are gaining attention, the focus on social risks remains less advanced. Following the publication of the EU (‘Green’) Taxonomy, the European Commission (EC) was mandated to assess the potential of incorporating social objectives. In response, the EC established the Platform on Sustainable Finance, which published a technical report on the Social Taxonomy in February 2022. This report proposes a structure for a social taxonomy and outlines recommendations for developing a framework to identify socially sustainable activities. However, a formal Social Taxonomy has not yet been established, as its development was postponed until at least the end of the previous parliamentary term, which concluded on 31 October 2024.",{"type":331,"content":3041},[3042],{"text":3043,"type":336},"The postponement was primarily due to the complexity of establishing common definitions and metrics for social investments, along with a lack of political consensus. As the new parliamentary term progresses, there are opportunities to revisit discussions around the Social Taxonomy, but achieving tangible progress will likely take considerable time given the ongoing challenges. Despite this, other frameworks are gradually pushing financial institutions to consider social risks, such as the CSRD reporting requirements for social factors. Additionally, the recent launch of the Taskforce on Inequality and Social-related Financial Disclosures (TISFD), following the TCFD and TNFD, marks an important first step toward developing guidelines for addressing social risks.",{"type":449,"attrs":3045,"content":3046},{"level":451},[3047],{"text":3048,"type":336},"From Climate to Nature and Social: Preparing for the Next Wave of ESG Regulation",{"type":331,"content":3050},[3051],{"text":3052,"type":336},"The timeline above shows a clear trend: regulatory progress on climate risks has paved the way, with nature and social risks following similar trajectories. The first step in this trajectory is the launch of taskforces such as the TCFD, TNFD, and more recently the TISFD. As a second step, these taskforces introduce voluntary disclosure frameworks, outlining a methodology to not only report, but also think and talk about the topic. These frameworks either directly inform regulatory guidelines, or gain traction through voluntary adoption by institutions, as seen with the TNFD framework. As a third step, these developments ultimately result in concrete requirements through regulatory publications. This 3-step pattern indicates that, while climate risks have seen the most regulatory attention so far, the integration of nature and social risks is expected to follow a similar trajectory and expand into regulatory frameworks in the coming years.",{"type":331,"content":3054},[3055],{"text":3056,"type":336},"However, at this stage, supervisory priorities remain solely focused on climate risks. In Q4 2024, the DNB published its supervisory strategy for 2025-2028, outlining that it will prioritize further embedding of climate risks into regular supervision, with little attention given to other ESG-related risks. This prioritization is not unexpected, given the maturity of climate-related regulation compared to the limited guidance available for nature, social, and governance risks. Nonetheless, the observed trend indicates that institutions would benefit from proactively incorporating these emerging risks into their frameworks to be ready for the inevitable adoption into regulation. Early adoption already positions organisations ahead of the curve, ensuring efficient compliance and potentially mitigating future audit findings, penalties, and reputational risks.",{"type":449,"attrs":3058,"content":3059},{"level":451},[3060],{"text":3061,"type":336},"Prepare for the expected developments on nature and social risk management",{"type":331,"content":3063},[3064],{"text":3065,"type":336},"At ACE, we can help you successfully prepare your organisation for the expected developments on nature and social risk management. Our expertise in ESG risk management and experience with the integration of climate risk factors into risk management frameworks equips us to support your organisation in navigating this future regulatory change.",{"type":331,"content":3067},[3068,3070,3076],{"text":3069,"type":336},"At ACE, we’re continuously monitoring and analysing emerging trends in ESG and risk management. While major ESG deadlines are still on the horizon, our dedicated experts are already exploring the evolving landscape to help our clients navigate future challenges. Discover our insights and let’s discuss how our expertise can enhance your risk management strategy today (and for tomorrow’s regulatory changes) by reaching out to ",{"text":3071,"type":336,"marks":3072},"Bas Beerkens",[3073],{"type":439,"attrs":3074},{"href":3075,"uuid":328,"anchor":328,"target":328,"linktype":102},"https:\u002F\u002Facecompany.nl\u002Fteam\u002Fbas-beerkens\u002F",{"text":3077,"type":336}," or Kiki Hajer.","2025-04-07 11:33:22",{"id":3080,"alt":2975,"filename":3081,"fieldtype":322},205752465786375,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F230355\u002F313ae37654\u002Fintegrating-environmental-social-factors.png",{"name":2068,"created_at":2069,"published_at":2070,"updated_at":2071,"id":2072,"uuid":2073,"content":3083,"slug":2131,"full_slug":2132,"sort_by_date":328,"position":1711,"tag_list":3121,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":2134,"first_published_at":2135,"release_id":328,"lang":372,"path":328,"alternates":3122,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},{"bio":3084,"_uid":2097,"name":2068,"role":596,"email":2098,"facts":3101,"phone":2124,"photo":3120,"quote":2128,"linkedin":2129,"component":605,"quote_source":2130},{"type":326,"content":3085},[3086,3089,3092,3095,3098],{"type":331,"content":3087},[3088],{"text":2080,"type":336},{"type":331,"content":3090},[3091],{"text":2084,"type":336},{"type":331,"content":3093},[3094],{"text":2088,"type":336},{"type":331,"content":3096},[3097],{"text":2092,"type":336},{"type":331,"content":3099},[3100],{"text":2096,"type":336},[3102,3108,3114],{"_uid":2101,"label":1145,"value":3103,"component":943},{"type":326,"content":3104},[3105],{"type":331,"content":3106},[3107],{"text":2107,"type":336},{"_uid":2109,"label":946,"value":3109,"component":943},{"type":326,"content":3110},[3111],{"type":331,"content":3112},[3113],{"text":2115,"type":336},{"_uid":2117,"label":955,"value":3115,"component":943},{"type":326,"content":3116},[3117],{"type":331,"content":3118},[3119],{"text":2123,"type":336},{"id":2126,"alt":2068,"name":9,"focus":9,"title":9,"filename":2127,"copyright":9,"fieldtype":322},[],[],"As the world faces the increasing impact of environmental, social, and governance (ESG) issues, financial institutions are under growing pressure to integrate these factors into their risk management frameworks. While…","https:\u002F\u002Facecompany.nl\u002Fblog\u002Fintegrated-risk-management\u002Fintegrating-environmental-social-factors\u002F","integrating-environmental-social-factors","news\u002Fintegrating-environmental-social-factors",-120,[],"c88ae0be-cee0-4115-8540-739b093c3d7c","2026-08-05T09:28:57.202Z",[],{"name":3133,"created_at":3134,"published_at":3135,"updated_at":3136,"id":3137,"uuid":3138,"content":3139,"slug":3393,"full_slug":3394,"sort_by_date":328,"position":3395,"tag_list":3396,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":3397,"first_published_at":3398,"release_id":328,"lang":372,"path":328,"alternates":3399,"default_full_slug":328,"translated_slugs":328},"The Omnibus Package: a Game-Changer for Financial Institutions and Sustainability Compliance","2026-08-05T09:28:59.459Z","2026-09-02T13:27:42.857Z","2026-09-02T13:27:42.876Z",205752481661811,"9cfbc872-141f-4ec0-a173-09252ee7f1b6",{"_uid":3140,"body":3141,"date":3346,"kind":762,"image":3347,"title":3133,"topic":190,"author":3350,"summary":3391,"component":615,"source_url":3392},"ac708bc6-fa1b-4bfd-b3c1-8e19838c4eb6",{"type":326,"content":3142},[3143,3178,3182,3187,3235,3241,3245,3250,3254,3268,3274,3282,3287,3291,3319,3324,3328,3332,3336],{"type":331,"content":3144},[3145,3147,3151,3152,3156,3157,3163,3164,3168,3170,3176],{"text":3146,"type":336},"The European Commission’s Omnibus Package introduces significant changes to corporate sustainability reporting and due diligence obligations, with the potential to fundamentally reshape the compliance landscapes for ",{"text":1732,"type":336,"marks":3148},[3149],{"type":439,"attrs":3150},{"href":1239,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":1036,"type":336},{"text":1738,"type":336,"marks":3153},[3154],{"type":439,"attrs":3155},{"href":1742,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":1036,"type":336},{"text":3158,"type":336,"marks":3159},"pension funds",[3160],{"type":439,"attrs":3161},{"href":3162,"uuid":328,"anchor":328,"target":442,"linktype":12},"\u002Fpension-funds",{"text":1744,"type":336},{"text":1746,"type":336,"marks":3165},[3166],{"type":439,"attrs":3167},{"href":1750,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":3169,"type":336},". While still under review, the package aims to reduce costs, streamline processes, and align regulations with business competitiveness within the EU. These reforms reflect a shared goal of making compliance simpler and more effective. As of February 27, 2025, the proposal has not been finalized and requires approval from both the European Parliament and EU member states. It is currently progressing through the standard legislative process, involving multiple readings and negotiations among EU institutions. While the exact timeline remains uncertain, a revision of the ESRSs is anticipated within six months [",{"text":3171,"type":336,"marks":3172},"European Commission",[3173],{"type":439,"attrs":3174},{"href":3175,"uuid":328,"anchor":328,"target":1010,"linktype":102},"https:\u002F\u002Fcommission.europa.eu\u002Findex_nl",{"text":3177,"type":336},"].",{"type":331,"content":3179},[3180],{"text":3181,"type":336},"Our Perspective: Regulatory compliance should enable responsible growth, not serve as an administrative burden. At ACE+ Company, irrespective of regulatory complexity we focus on seamlessly integrating regulatory driven change into your operations, making compliance both manageable and a driver of efficiency, transparency, and resilience.",{"type":449,"attrs":3183,"content":3184},{"level":451},[3185],{"text":3186,"type":336},"CSRD Overhaul: Fewer Companies, Lower Costs",{"type":1073,"content":3188},[3189,3202,3229],{"type":1076,"content":3190},[3191],{"type":331,"content":3192},[3193,3195,3200],{"text":3194,"type":336},"Scope Shrinkage: Originally, the ",{"text":3196,"type":336,"marks":3197},"Corporate Sustainability Reporting Directive (CSRD)",[3198],{"type":439,"attrs":3199},{"href":809,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":3201,"type":336}," applied to 49,000 companies. The Omnibus Package, while still a proposal, cuts coverage by 80%, now focusing on only 10,000 of the largest corporations with over 1,000 employees",{"type":1076,"content":3203},[3204,3208,3211,3215],{"type":331,"content":3205},[3206],{"text":3207,"type":336},"Massive Cost Reductions: If adopted, the revised framework is estimated to deliver EUR 6.3 billion in annual savings [",{"type":331,"content":3209},[3210],{"text":3171,"type":336},{"type":331,"content":3212},[3213],{"text":3214,"type":336},"]: ",{"type":1073,"content":3216},[3217,3223],{"type":1076,"content":3218},[3219],{"type":331,"content":3220},[3221],{"text":3222,"type":336},"EUR 4.9 billion in relief for 39,000 companies that would be fully exempted from reporting",{"type":1076,"content":3224},[3225],{"type":331,"content":3226},[3227],{"text":3228,"type":336},"EUR 1.4 billion in streamlined costs for the 10,000 companies still in scope, due to simplified disclosures and fewer reporting obligations",{"type":1076,"content":3230},[3231],{"type":331,"content":3232},[3233],{"text":3234,"type":336},"Narrative Data Points Reduced: Many qualitative reporting requirements will be scaled back, shifting the focus to quantitative data points, which are more easily automated. This transition creates an opportunity for leveraging smart technology to enhance efficiency, but never at the expense of the integrity of climate and social commitments",{"type":331,"content":3236},[3237],{"text":3238,"type":336,"marks":3239},"We’ll explore this in more detail in an upcoming blog post.",[3240],{"type":341},{"type":331,"content":3242},[3243],{"text":3244,"type":336},"Regulatory Alignment: The CSRD now closely aligns with the Corporate Sustainability Due Diligence Directive (CSDDD) thresholds, minimizing overlapping burdens.",{"type":449,"attrs":3246,"content":3247},{"level":451},[3248],{"text":3249,"type":336},"CSDDD Simplification: A More Manageable Framework",{"type":331,"content":3251},[3252],{"text":3253,"type":336},"The Corporate Sustainability Due Diligence Directive (CSDDD) undergoes critical modifications:",{"type":1073,"content":3255},[3256,3262],{"type":1076,"content":3257},[3258],{"type":331,"content":3259},[3260],{"text":3261,"type":336},"Extended Timeline: Compliance deadlines shift from 2027 to 2028, giving companies an additional year to prepare",{"type":1076,"content":3263},[3264],{"type":331,"content":3265},[3266],{"text":3267,"type":336},"Harmonised Due Diligence Requirements: Due diligence duties are limited to direct suppliers, unless evidence suggests material ESG risks further down the chain",{"type":331,"content":3269},[3270],{"text":3271,"type":336,"marks":3272},"Stay tuned for a deep dive into this in a upcoming blog post.",[3273],{"type":341},{"type":1073,"content":3275},[3276],{"type":1076,"content":3277},[3278],{"type":331,"content":3279},[3280],{"text":3281,"type":336},"Extended Due Diligence Reassessment Period: Instead of annual assessments, businesses will now only be required to conduct due diligence every five years",{"type":449,"attrs":3283,"content":3284},{"level":451},[3285],{"text":3286,"type":336},"How Financial Institutions Are Affected",{"type":331,"content":3288},[3289],{"text":3290,"type":336},"For financial institutions, these regulatory adjustments carry significant implications:",{"type":1073,"content":3292},[3293,3299,3305],{"type":1076,"content":3294},[3295],{"type":331,"content":3296},[3297],{"text":3298,"type":336},"ESG Due Diligence Shifts: With fewer companies required to report, financial institutions must rethink how they assess sustainability risks in investment portfolios and corporate lending. From a banking standpoint, this shift reshapes how value chains are included in risk assessments and lending decisions, requiring a reassessment of ESG integration strategies",{"type":1076,"content":3300},[3301],{"type":331,"content":3302},[3303],{"text":3304,"type":336},"Harmonized Value Chain Due Diligence: The proposed alignment between the CSRD and CSDDD raises important questions about which parts of the value chain should be integrated into the due diligence process. With the focus shifting to direct suppliers under CSDDD, reporting efforts could be significantly reduced, unless material risks indicate potential harm further up or down the value chain",{"type":1076,"content":3306},[3307,3311,3315],{"type":331,"content":3308},[3309],{"text":3310,"type":336},"New Opportunities in Green Finance: Despite the scaling back, the EU-level private funding tool InvestEU intends to unlock EUR 50 billion in new public and private investment, offering financial institutions potential gains in green bonds, sustainability-linked loans, and impact investing [",{"type":331,"content":3312},[3313],{"text":3314,"type":336},"Reuters",{"type":331,"content":3316},[3317],{"text":3318,"type":336},"]",{"type":449,"attrs":3320,"content":3321},{"level":451},[3322],{"text":3323,"type":336},"What’s Next?",{"type":331,"content":3325},[3326],{"text":3327,"type":336},"At ACE+ Company, we share the same goal as our clients: making regulatory change and compliance easier. We are here to help you so that you can focus on what truly matters for your business.",{"type":331,"content":3329},[3330],{"text":3331,"type":336},"The Omnibus Package is not just about reducing red tape, it’s about redefining how businesses and financial institutions approach sustainability, risk management, and regulatory efficiency.",{"type":331,"content":3333},[3334],{"text":3335,"type":336},"This is just the beginning of our deep dive into the Omnibus Package. Stay with us as we continue to unpack these changes through webinars, workshops, and expert insights.",{"type":331,"content":3337},[3338,3340],{"text":3339,"type":336},"Follow us for the latest updates and let’s navigate this transformation together: ",{"text":3341,"type":336,"marks":3342},"More about Sustainable Finance",[3343],{"type":439,"attrs":3344},{"href":3345,"uuid":328,"anchor":328,"target":328,"linktype":102},"https:\u002F\u002Facecompany.nl\u002Fsustainable-finance\u002F","2025-02-28 09:28:49",{"id":3348,"alt":3133,"filename":3349,"fieldtype":322},205752474899977,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F364818\u002F698eae267b\u002Fomnibus-package-1.jpg",{"name":2068,"created_at":2069,"published_at":2070,"updated_at":2071,"id":2072,"uuid":2073,"content":3351,"slug":2131,"full_slug":2132,"sort_by_date":328,"position":1711,"tag_list":3389,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":2134,"first_published_at":2135,"release_id":328,"lang":372,"path":328,"alternates":3390,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},{"bio":3352,"_uid":2097,"name":2068,"role":596,"email":2098,"facts":3369,"phone":2124,"photo":3388,"quote":2128,"linkedin":2129,"component":605,"quote_source":2130},{"type":326,"content":3353},[3354,3357,3360,3363,3366],{"type":331,"content":3355},[3356],{"text":2080,"type":336},{"type":331,"content":3358},[3359],{"text":2084,"type":336},{"type":331,"content":3361},[3362],{"text":2088,"type":336},{"type":331,"content":3364},[3365],{"text":2092,"type":336},{"type":331,"content":3367},[3368],{"text":2096,"type":336},[3370,3376,3382],{"_uid":2101,"label":1145,"value":3371,"component":943},{"type":326,"content":3372},[3373],{"type":331,"content":3374},[3375],{"text":2107,"type":336},{"_uid":2109,"label":946,"value":3377,"component":943},{"type":326,"content":3378},[3379],{"type":331,"content":3380},[3381],{"text":2115,"type":336},{"_uid":2117,"label":955,"value":3383,"component":943},{"type":326,"content":3384},[3385],{"type":331,"content":3386},[3387],{"text":2123,"type":336},{"id":2126,"alt":2068,"name":9,"focus":9,"title":9,"filename":2127,"copyright":9,"fieldtype":322},[],[],"The European Commission’s Omnibus Package introduces significant changes to corporate sustainability reporting and due diligence obligations, with the potential to fundamentally reshape the compliance landscapes for…","https:\u002F\u002Facecompany.nl\u002Fblog\u002Fsustainable-finance\u002Fomnibus-package-1\u002F","omnibus-package-1","news\u002Fomnibus-package-1",-130,[],"39d75035-d7c6-4f06-b6ef-58fc5f7750fa","2026-08-05T09:28:59.507Z",[],{"name":3401,"created_at":3402,"published_at":3403,"updated_at":3404,"id":3405,"uuid":3406,"content":3407,"slug":3640,"full_slug":3641,"sort_by_date":328,"position":3642,"tag_list":3643,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":3644,"first_published_at":3645,"release_id":328,"lang":372,"path":328,"alternates":3646,"default_full_slug":328,"translated_slugs":328},"Regulatory Change Reinvented: making compliance easy and effective","2026-08-05T09:29:02.695Z","2026-09-04T13:23:54.626Z","2026-09-04T13:23:54.642Z",205752494912624,"b4b86f37-204c-478f-bcc9-8c9b8d835b2c",{"_uid":3408,"body":3409,"date":3568,"kind":576,"image":3569,"title":3401,"topic":166,"author":3572,"summary":3638,"component":615,"source_url":3639},"462c63cd-b2b9-4e8f-8d43-85fed2665a4f",{"type":326,"content":3410},[3411,3416,3420,3424,3428,3433,3444,3465,3469,3474,3478,3490,3494,3498,3503,3507,3512,3516,3521,3525,3530,3534,3539,3543,3548,3552,3556],{"type":449,"attrs":3412,"content":3413},{"level":451},[3414],{"text":3415,"type":336},"Increasing pressure on regulatory change for financial institutions",{"type":331,"content":3417},[3418],{"text":3419,"type":336},"Despite an increased focus on regulatory change over the last years, the complexity thereof is also growing at an increasing rate, leading to major challenges throughout the organisation. Executive boards struggle to steer proactively, and are typically in a cycle of watching and waiting, instead of being able to proactively provide guidance.",{"type":331,"content":3421},[3422],{"text":3423,"type":336},"Although there has been a growing focus on regulatory themes, they are often not prioritised at the same level as business initiatives, leading to a lack of structural attention and consequent lack of embedding in the business-as-usual processes. Awareness of the importance of regulatory change is not consistently in place across the organisation. This is a key requirement for a sustainable approach towards regulatory change.",{"type":331,"content":3425},[3426],{"text":3427,"type":336},"We find that the implementation of large, impactful laws and regulations is often suboptimal in a lot of organisations, which results in untimely, incomplete and inaccurate compliance to laws and regulations. This leads to a lot of time and resources required for remediation. In turn, this can result in capital add-ons, negative interaction and rework through Q&As with regulators, high external contracting costs, negative reporting in the media and possible reputational damage, ultimately leading to limited realisation of strategic objectives and being unable to properly perform the core tasks of the organisation.",{"type":449,"attrs":3429,"content":3430},{"level":451},[3431],{"text":3432,"type":336},"What is effective regulatory change management?",{"type":331,"content":3434},[3435,3437,3442],{"text":3436,"type":336},"As regulatory requirements continue to evolve and broaden, organisations must go beyond merely reacting to changes. Proactive and well-structured approaches are essential to avoid costly remediation efforts. A comprehensive approach to regulatory change management is key to ensuring timely, accurate, and sustainable compliance to laws and regulations. Therefore, an effective, efficient and ‘fit-for-purpose’ ",{"text":3438,"type":336,"marks":3439},"regulatory change management framework",[3440],{"type":439,"attrs":3441},{"href":441,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":3443,"type":336}," and associated function must be set up in the organisation. In order to be able to achieve this, a couple of questions need to be answered:",{"type":1290,"attrs":3445,"content":3446},{"order":1292},[3447,3453,3459],{"type":1076,"content":3448},[3449],{"type":331,"content":3450},[3451],{"text":3452,"type":336},"What is an effective regulatory change management framework?",{"type":1076,"content":3454},[3455],{"type":331,"content":3456},[3457],{"text":3458,"type":336},"Does the current maturity of our regulatory change management function match our regulatory strategy and ambition?",{"type":1076,"content":3460},[3461],{"type":331,"content":3462},[3463],{"text":3464,"type":336},"What capabilities need to be in place to enable a fit-for-purpose regulatory change management function?",{"type":331,"content":3466},[3467],{"text":3468,"type":336},"At Ace, we can help you answer these questions",{"type":449,"attrs":3470,"content":3471},{"level":1764},[3472],{"text":3473,"type":336},"Streamline regulatory change management with Ace REG-COMPASS",{"type":331,"content":3475},[3476],{"text":3477,"type":336},"At Ace, we have developed a framework to assess the regulatory change management function of financial institutions. The Ace REG-COMPASS framework identifies six key domains that are preconditions for effective regulatory change management.",{"type":331,"content":3479},[3480,3482,3488],{"text":3481,"type":336},"By using the ",{"text":3483,"type":336,"marks":3484},"Ace Regulatory Change Management",[3485],{"type":439,"attrs":3486},{"href":3487,"uuid":328,"anchor":328,"target":328,"linktype":102},"https:\u002F\u002Facecompany.nl\u002Fregulatory-change\u002F",{"text":3489,"type":336}," Maturity Model, the current maturity level of the organisation can be determined for each of the domains of the Ace REG-COMPASS framework. This enables the organisation to compare its ambition with the current state of its regulatory change management function.",{"type":331,"content":3491},[3492],{"text":3493,"type":336},"The insight gained in the ambition and current maturity of the organization must then be aligned with the appetite for change and the risk appetite. Subsequently, an implementation approach can be drawn up with specific actions, which is tailored to the strategic drivers, ambition, maturity, change appetite and risk appetite.",{"type":331,"content":3495},[3496],{"text":3497,"type":336},"Our approach focuses on building and embedding capabilities across all domains for our clients, such as data-driven insight, governance, processes and ways of working. The practical benefit of this approach is that improvements can be planned on a specific\u002Fmodular basis, to address the right priorities at the right time.",{"type":449,"attrs":3499,"content":3500},{"level":1764},[3501],{"text":3502,"type":336},"Reap the benefits of effective regulatory change management",{"type":331,"content":3504},[3505],{"text":3506,"type":336},"Setting up effective regulatory change management can achieve important benefits, including:",{"type":449,"attrs":3508,"content":3509},{"level":2527},[3510],{"text":3511,"type":336},"Room for focus on strategy execution to reach business ambitions",{"type":331,"content":3513},[3514],{"text":3515,"type":336},"Freeing up people and resources towards the realisation of strategic objectives and the execution of the core tasks of a financial institution, due to, amongst others, first-time-right implementations and reduced (negative) interaction with regulators.",{"type":449,"attrs":3517,"content":3518},{"level":2527},[3519],{"text":3520,"type":336},"Motivated employees and a positive culture",{"type":331,"content":3522},[3523],{"text":3524,"type":336},"Predictably achieving results increases trust in the organization and motivation among employees. Regulatory change becomes fun again, because requirements can be proactively anticipated and integration into existing processes and ways of working is completed in a timely manner.",{"type":449,"attrs":3526,"content":3527},{"level":2527},[3528],{"text":3529,"type":336},"Sharp drop in cost of regulatory change",{"type":331,"content":3531},[3532],{"text":3533,"type":336},"Avoidance of fines imposed by regulators, and thereby avoiding increased costs due to the implementation of high-pressure change or inefficient processes, consultancy costs and ad-hoc activities.",{"type":449,"attrs":3535,"content":3536},{"level":2527},[3537],{"text":3538,"type":336},"Preventing reputational damage",{"type":331,"content":3540},[3541],{"text":3542,"type":336},"Reduced risk of non-compliance with regulatory requirements leads to lower risk of disciplinary measures imposed by the regulator, for example fines, an order subject to a penalty, or as a last resort, the revocation of the license.",{"type":449,"attrs":3544,"content":3545},{"level":2527},[3546],{"text":3547,"type":336},"In control and compliant",{"type":331,"content":3549},[3550],{"text":3551,"type":336},"Clear approach and insight into compliance with laws and regulations, which provides comfort to key internal and external stakeholders.",{"type":331,"content":3553},[3554],{"text":3555,"type":336},"In the next blogpost in our regulatory change series, we will dive deeper into specific use cases within the regulatory change management lifecycle, showcasing drastic cost savings, acceleration and more efficient use of resources through the usage of cutting-edge technology.",{"type":331,"content":3557},[3558,3560,3566],{"text":3559,"type":336},"If you would like to know more, please contact ",{"text":3561,"type":336,"marks":3562},"Arthur Willigenburg",[3563],{"type":439,"attrs":3564},{"href":3565,"uuid":328,"anchor":328,"target":328,"linktype":102},"https:\u002F\u002Facecompany.nl\u002Fteam\u002Farthur-willigenburg\u002F",{"text":3567,"type":336},". We are happy to help make your organisation more resilient towards regulatory change.","2025-01-07 13:39:54",{"id":3570,"alt":3401,"filename":3571,"fieldtype":322},205752484353547,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F369839\u002F72482c87a6\u002Faligning-business-ambitions.jpg",{"name":3561,"created_at":3573,"published_at":3574,"updated_at":3575,"id":3576,"uuid":3577,"content":3578,"slug":3632,"full_slug":3633,"sort_by_date":328,"position":619,"tag_list":3634,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":3635,"first_published_at":3636,"release_id":328,"lang":372,"path":328,"alternates":3637,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},"2026-07-31T10:04:15.585Z","2026-09-01T07:36:38.191Z","2026-09-01T07:36:38.204Z",203991677304442,"965bbc42-82d4-47e4-a505-5727ec71d9ba",{"bio":3579,"_uid":3597,"name":3561,"role":3598,"email":3599,"facts":3600,"phone":3625,"photo":3626,"quote":3629,"linkedin":3630,"component":605,"quote_source":3631},{"type":326,"content":3580},[3581,3585,3589,3593],{"type":331,"content":3582},[3583],{"text":3584,"type":336},"Managing and maintaining control over the impact of guidelines, rules, laws, and regulations (in short: regulatory change) on both the strategy and operating model of financial institutions can be somewhat difficult and frustrating. It impacts many aspects of the business and if left unmanaged, eats away precious time, energy and funds.",{"type":331,"content":3586},[3587],{"text":3588,"type":336},"I am passionate about helping our clients regain control and grip on strategic change, both at portfolio and individual programme level. For me, it is all about setting up an effective collaboration between your team and ours, unlocking the best of their capabilities, knowledge and expertise in order to come up with elegant, effective and simple solutions.",{"type":331,"content":3590},[3591],{"text":3592,"type":336},"An in depth understanding of what makes my clients tick, tenacity, creativity, dedication, and a good sense of humor are some of my trademarks.",{"type":331,"content":3594},[3595],{"text":3596,"type":336},"Entrepreneurship and adding value to business are important to me, but in the end its spending time with family, friends, cooking and dining (preferably combined), travelling, cycling, skiing, driving cars and contributing to my local community that are most rewarding in my life.","4d8ae5d5-ab83-4075-a880-f1667dfe81df","Managing partner","arthur.willigenburg@acecompany.nl",[3601,3609,3617],{"_uid":3602,"label":1145,"value":3603,"component":943},"43a5416f-6980-4141-b348-30f607376a64",{"type":326,"content":3604},[3605],{"type":331,"content":3606},[3607],{"text":3608,"type":336},"professional and management roles by KPMG, Magnitude Consulting, ING Group and A.T. Kearney, and independent strategy execution consultant",{"_uid":3610,"label":946,"value":3611,"component":943},"02a89489-c3f9-4b57-918e-482a952c1eda",{"type":326,"content":3612},[3613],{"type":331,"content":3614},[3615],{"text":3616,"type":336},"Strategy Execution | Transformation and Change Management | Financial Service Industry",{"_uid":3618,"label":955,"value":3619,"component":943},"bafda824-fde7-4780-ad5b-95ce15223e08",{"type":326,"content":3620},[3621],{"type":331,"content":3622},[3623],{"text":3624,"type":336},"VU, University of Amsterdam, Post-graduate Education “Master of Management Consultancy (MMC)” | University of Tilburg, Economics and Business Administration, Corporate Finance | Utrecht Institute for Economics and Management Studies, B.A., Business Economics, Financial Services Management","06 2184 9908",{"id":3627,"alt":3561,"name":9,"focus":9,"title":9,"filename":3628,"copyright":9,"fieldtype":322},203988170356697,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F800x1000\u002Fc83675840d\u002Fteam-arthur-willigenburg.webp","Progress is impossible without change, and those who cannot change their minds cannot change anything.","https:\u002F\u002Fwww.linkedin.com\u002Fin\u002Farthur-willigenburg-6563a1\u002F","George Bernard Shaw","arthur-willigenburg","team\u002Farthur-willigenburg",[],"29fad12f-1d77-42c9-a435-6e34b80995b5","2026-07-31T10:04:15.628Z",[],"Increasing pressure on regulatory change for financial institutions Despite an increased focus on regulatory change over the last years, the complexity thereof is also growing at an increasing rate, leading to major…","https:\u002F\u002Facecompany.nl\u002Fblog\u002Fregulatory-change-management\u002Faligning-business-ambitions\u002F","aligning-business-ambitions","news\u002Faligning-business-ambitions",-140,[],"85abfbf1-6482-401c-a739-dbe7ed91c7ce","2026-08-05T09:29:02.738Z",[],{"name":3648,"created_at":3649,"published_at":3650,"updated_at":3651,"id":3652,"uuid":3653,"content":3654,"slug":3799,"full_slug":3800,"sort_by_date":328,"position":3801,"tag_list":3802,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":3803,"first_published_at":3804,"release_id":328,"lang":372,"path":328,"alternates":3805,"default_full_slug":328,"translated_slugs":328},"Ace + Company awarded FD Gazelle 2024","2026-08-05T09:29:05.099Z","2026-09-02T13:19:24.141Z","2026-09-02T13:19:24.158Z",205752504759512,"79a00dee-7c78-4e62-a7ad-5fa4e4fc28c6",{"_uid":3655,"body":3656,"date":3755,"kind":762,"image":3756,"title":3648,"topic":9,"author":3759,"summary":3797,"component":615,"source_url":3798},"3dc06bda-9dad-4f3b-8be1-3a7e7d0f9c77",{"type":326,"content":3657},[3658,3670,3691,3705,3723,3735,3747,3751],{"type":331,"content":3659},[3660,3662,3668],{"text":3661,"type":336},"Professional services and regtech service provider Ace + Company, has been named an ",{"text":3663,"type":336,"marks":3664},"FD Gazelle",[3665],{"type":439,"attrs":3666},{"href":3667,"uuid":328,"anchor":328,"target":1010,"linktype":102},"https:\u002F\u002Ffd.nl\u002Fbedrijfsleven\u002F1536968\u002Fdit-zijn-alle-fd-gazellen-van-2024",{"text":3669,"type":336}," for the first time this year. This places the company among the fastest-growing companies in the Netherlands.",{"type":331,"content":3671},[3672,3674,3678,3679,3683,3684,3689],{"text":3673,"type":336},"Receiving the FD Gazelle underlines the firm’s successful growth strategy. In recent years, Ace + Company developed a pioneering AI-driven platform, helping its clients to accelerate and simplify the interpretation and implementation of laws and regulations, such as ",{"text":705,"type":336,"marks":3675},[3676],{"type":439,"attrs":3677},{"href":709,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":1036,"type":336},{"text":804,"type":336,"marks":3680},[3681],{"type":439,"attrs":3682},{"href":809,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":1042,"type":336},{"text":3685,"type":336,"marks":3686},"AI ACT",[3687],{"type":439,"attrs":3688},{"href":1048,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":3690,"type":336},", and drastically reduce regulatory compliance costs.",{"type":331,"content":3692},[3693,3697,3699,3704],{"text":3694,"type":336,"marks":3695},"‘We are extremely proud that we can now call ourselves FD Gazelle. It is a recognition of the commitment and passion of our entire team",[3696],{"type":341},{"text":3698,"type":336},",’ said ",{"text":2068,"type":336,"marks":3700},[3701],{"type":439,"attrs":3702},{"href":3703,"uuid":328,"anchor":328,"target":328,"linktype":102},"https:\u002F\u002Facecompany.nl\u002Fteam\u002Fgeert-waardenburg\u002F",{"text":2343,"type":336},{"type":331,"content":3706},[3707,3709,3713,3715,3721],{"text":3708,"type":336},"Ace + Company was founded in 2016 and has since developed into a leading player in the field of professional services and technology solutions. Ace + Company supports financial institutions in the areas of ",{"text":1397,"type":336,"marks":3710},[3711],{"type":439,"attrs":3712},{"href":441,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":3714,"type":336},", risk management, data management, ",{"text":3716,"type":336,"marks":3717},"sustainable finance",[3718],{"type":439,"attrs":3719},{"href":3720,"uuid":328,"anchor":328,"target":442,"linktype":12},"\u002Fservices\u002Fsustainable-finance",{"text":3722,"type":336},", regulatory reporting and compliance.",{"type":331,"content":3724},[3725,3727,3733],{"text":3726,"type":336},"With a team of some 60 professionals, Ace + Company serves clients in the Netherlands and Europe with innovative technology, high-quality consultancy and interim services and a fast-growing talent management programme in risk, finance & compliance (",{"text":3728,"type":336,"marks":3729},"Risketeers",[3730],{"type":439,"attrs":3731},{"href":3732,"uuid":328,"anchor":328,"target":1010,"linktype":102},"https:\u002F\u002Frisketeers.nl",{"text":3734,"type":336},").",{"type":331,"content":3736},[3737,3741,3743],{"text":3561,"type":336,"marks":3738},[3739],{"type":439,"attrs":3740},{"href":3565,"uuid":328,"anchor":328,"target":328,"linktype":102},{"text":3742,"type":336}," says the recognition is an important milestone: ‘",{"text":3744,"type":336,"marks":3745},"This confirms that our focus on quality, innovation and supporting clients with sustainable solutions is paying off. Growth is not an end in itself, but a natural consequence of our approach and the trust our clients place in us.’",[3746],{"type":341},{"type":331,"content":3748},[3749],{"text":3750,"type":336},"Ace + Company looks confidently to the future. Investing in innovative technology and the unprecedented opportunities GenAI offers in our field remains a priority. In addition, international expansion and strategic cooperation in Europe is high on the agenda. This is an important step in realising Ace + Company’s vision: to become a technology-driven top-5 niche player in Europe in the field of Regulatory, Risk and Compliance.",{"type":331,"content":3752},[3753],{"text":3754,"type":336},"The FD Gazelles are awarded annually by the Financieel Dagblad to companies that excel in revenue growth, profitability and staff growth. The presentation of the FD Gazelles took place on 21 November, during a festive ceremony in TivoliVredenburg in Utrecht. A delegation of the company was present to receive the award.","2024-11-25 13:23:20",{"id":3757,"alt":3648,"filename":3758,"fieldtype":322},205752497649165,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F267969\u002Fcfafedda5a\u002Ffd-gazelle-2024.jpg",{"name":1114,"created_at":1115,"published_at":1116,"updated_at":1117,"id":1118,"uuid":1119,"content":3760,"slug":1174,"full_slug":1175,"sort_by_date":328,"position":1176,"tag_list":3795,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":1178,"first_published_at":1179,"release_id":328,"lang":372,"path":328,"alternates":3796,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},{"bio":3761,"_uid":1139,"name":1114,"role":1140,"email":1141,"facts":3775,"phone":9,"photo":3794,"quote":1171,"linkedin":1172,"component":605,"quote_source":1173},{"type":326,"content":3762},[3763,3766,3769,3772],{"type":331,"content":3764},[3765],{"text":1126,"type":336},{"type":331,"content":3767},[3768],{"text":1130,"type":336},{"type":331,"content":3770},[3771],{"text":1134,"type":336},{"type":331,"content":3773},[3774],{"text":1138,"type":336},[3776,3782,3788],{"_uid":1144,"label":1145,"value":3777,"component":943},{"type":326,"content":3778},[3779],{"type":331,"content":3780},[3781],{"text":1151,"type":336},{"_uid":1153,"label":946,"value":3783,"component":943},{"type":326,"content":3784},[3785],{"type":331,"content":3786},[3787],{"text":1159,"type":336},{"_uid":1161,"label":955,"value":3789,"component":943},{"type":326,"content":3790},[3791],{"type":331,"content":3792},[3793],{"text":1167,"type":336},{"id":1169,"alt":1114,"name":9,"focus":9,"title":9,"filename":1170,"copyright":9,"fieldtype":322},[],[],"Professional services and regtech service provider Ace + Company, has been named an FD Gazelle for the first time this year. This places the company among the fastest-growing companies in the Netherlands. Receiving the…","https:\u002F\u002Facecompany.nl\u002Fnews\u002Ffd-gazelle-2024\u002F","fd-gazelle-2024","news\u002Ffd-gazelle-2024",-150,[],"a53bfb57-2cf3-40a6-ad47-1c2bbeaffe20","2026-08-05T09:29:05.149Z",[],{"name":3807,"created_at":3808,"published_at":3809,"updated_at":3810,"id":3811,"uuid":3812,"content":3813,"slug":4028,"full_slug":4029,"sort_by_date":328,"position":1176,"tag_list":4030,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":4031,"first_published_at":4032,"release_id":328,"lang":372,"path":328,"alternates":4033,"default_full_slug":328,"translated_slugs":328},"Navigating Supervisory Evaluation","2026-08-05T09:29:07.438Z","2026-09-02T13:26:56.888Z","2026-09-02T13:26:56.906Z",205752514344342,"c1a0d923-ee4f-4771-9da7-6a1ddd0c4c13",{"_uid":3814,"body":3815,"date":3984,"kind":576,"image":3985,"title":3807,"topic":172,"author":3988,"summary":4026,"component":615,"source_url":4027},"30105875-3550-40a0-b58a-db112dd810bf",{"type":326,"content":3816},[3817,3822,3826,3871,3876,3936,3941,3945,3949,3953,3957,3962,3973],{"type":449,"attrs":3818,"content":3819},{"level":451},[3820],{"text":3821,"type":336},"Supervisory expectations continue to rise",{"type":331,"content":3823},[3824],{"text":3825,"type":336},"Supervisory expectations continue to rise. A far more pro-active approach to supervisory evaluation is key to safeguard resilience in an increasingly complex environment. The reasons why this change in attitude is key for financial institutions are:",{"type":1290,"attrs":3827,"content":3828},{"order":1292},[3829,3843,3857],{"type":1076,"content":3830},[3831,3835,3839],{"type":331,"content":3832},[3833],{"text":3834,"type":336},"Supervisory evaluation determines your ",{"type":331,"content":3836},[3837],{"text":3838,"type":336},"capital requirements",{"type":331,"content":3840},[3841],{"text":3842,"type":336}," for the coming year, with Basel IV incoming, no organisation wants this requirement to be unnecessarily high as this may have severe (business) implications;",{"type":1076,"content":3844},[3845,3849,3853],{"type":331,"content":3846},[3847],{"text":3848,"type":336},"Supervisory evaluation is a way to convey your in-control message to the supervisor. This can support your reputation but it is also ",{"type":331,"content":3850},[3851],{"text":3852,"type":336},"walking a tight-rope",{"type":331,"content":3854},[3855],{"text":3856,"type":336},". Effective communication and collaboration between financial institutions and supervisors are essential for ensuring compliance and addressing regulatory concerns;",{"type":1076,"content":3858},[3859,3863,3867],{"type":331,"content":3860},[3861],{"text":3862,"type":336},"Supervisory evaluation is a ",{"type":331,"content":3864},[3865],{"text":3866,"type":336},"recurring, time-consuming and a complex process",{"type":331,"content":3868},[3869],{"text":3870,"type":336}," running a cycle puts the organisation under significant pressure. A sound supervisory evaluation process is a team effort which requires a number of highly skilled people that work closely together. Hiring and retaining qualified staff with expertise in regulatory compliance, risk management, and other relevant areas can be difficult, particularly in highly specialized roles. A shortage of skilled personnel can slow down processes and increase the risk of non-compliance",{"type":449,"attrs":3872,"content":3873},{"level":451},[3874],{"text":3875,"type":336},"Why would you consider optimising your supervisory evaluation processes?",{"type":1073,"content":3877},[3878,3888,3898,3908,3926],{"type":1076,"content":3879},[3880,3884],{"type":331,"content":3881},[3882],{"text":3883,"type":336},"To transition from ‘firefighting’ to a coordinated and efficient supervisory approach:",{"type":331,"content":3885},[3886],{"text":3887,"type":336}," A holistic view of your risk landscape provides you with a strategic advantage and a stronger response to change",{"type":1076,"content":3889},[3890,3894],{"type":331,"content":3891},[3892],{"text":3893,"type":336},"To become more resilient: ",{"type":331,"content":3895},[3896],{"text":3897,"type":336},"Change only favors the prepared minds. With the right insight and information, financial institutions can mitigate and prepare for future risks and changes",{"type":1076,"content":3899},[3900,3904],{"type":331,"content":3901},[3902],{"text":3903,"type":336},"To respond to new regulation: ",{"type":331,"content":3905},[3906],{"text":3907,"type":336},"Keeping up with the constantly changing regulatory landscape can be challenging. Supervisory focus for the coming years is a given, which enables your organization to anticipate and navigate the complexities of the evolving macro-economic and regulatory landscape",{"type":1076,"content":3909},[3910,3914],{"type":331,"content":3911},[3912],{"text":3913,"type":336},"To become more pro-active: ",{"type":331,"content":3915},[3916,3918,3924],{"text":3917,"type":336},"You cannot afford to be a laggard. Financial institutions are expected to become more pro-active in preparing and adapting to risks instead of being reactive. Robust ",{"text":3919,"type":336,"marks":3920},"risk management frameworks",[3921],{"type":439,"attrs":3922},{"href":3923,"uuid":328,"anchor":328,"target":442,"linktype":12},"\u002Fservices\u002Fintegrated-risk-management",{"text":3925,"type":336}," must be in place. This includes assessing and managing credit, market, liquidity, operational, and compliance risks. Developing and implementing these frameworks effectively can be resource-intensive and complex",{"type":1076,"content":3927},[3928,3932],{"type":331,"content":3929},[3930],{"text":3931,"type":336},"To prepare for the future: ",{"type":331,"content":3933},[3934],{"text":3935,"type":336},"There is a big pay-off. Risk is all around us and continuously changing in our complex world. Keeping up can be challenging in terms of both time and money",{"type":449,"attrs":3937,"content":3938},{"level":1764},[3939],{"text":3940,"type":336},"CHECKLIST: DO YOU HAVE A COORDINATED SUPERVISORY DIALOGUE?",{"type":331,"content":3942},[3943],{"text":3944,"type":336}," Do you have a holistic view of your risk landscape? It should be easy to understand and communicate.",{"type":331,"content":3946},[3947],{"text":3948,"type":336}," Do you have a full overview of the regulatory agenda (what is coming, in which order) and how it will impact your organisation?",{"type":331,"content":3950},[3951],{"text":3952,"type":336}," Do you apply conscious decision-making in determining your key priorities, even in high pressure situations?",{"type":331,"content":3954},[3955],{"text":3956,"type":336}," Do you have a defined and frequently evaluated agenda on supervisory communications?",{"type":449,"attrs":3958,"content":3959},{"level":451},[3960],{"text":3961,"type":336},"Benefit from ACE’s experience and knowledge",{"type":331,"content":3963},[3964,3966,3971],{"text":3965,"type":336},"At ACE we focus on structuring, orchestrating and implementing new regulations in the financial sector and we have a proven track record in ",{"text":3967,"type":336,"marks":3968},"change management",[3969],{"type":439,"attrs":3970},{"href":441,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":3972,"type":336}," in complex environments. Our broad knowledge and expertise enables us to connect different teams, departments and disciplines within organizations, with the aim of enabling organizations to meet their legal and regulatory obligations more efficiently.",{"type":331,"content":3974},[3975,3977,3982],{"text":3976,"type":336},"Combining our experience and proven concept “the ACE Reg-Compass framework” with ",{"text":3978,"type":336,"marks":3979},"RegAI Helia technology",[3980],{"type":439,"attrs":3981},{"href":887,"uuid":328,"anchor":328,"target":328,"linktype":102},{"text":3983,"type":336}," enables financial institutions to enhance their supervisory evaluation process and to make the transition from ‘firefighting’ to ‘controlled coordination’. Resulting in increased trust and stability, mitigating and reducing risk, an effective organization and an efficient regulatory compliance process.","2024-06-24 16:13:51",{"id":3986,"alt":3807,"filename":3987,"fieldtype":322},205752507762191,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F107205\u002F642997feda\u002Fnavigating-supervisory-evaluation.jpg",{"name":3561,"created_at":3573,"published_at":3574,"updated_at":3575,"id":3576,"uuid":3577,"content":3989,"slug":3632,"full_slug":3633,"sort_by_date":328,"position":619,"tag_list":4024,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":3635,"first_published_at":3636,"release_id":328,"lang":372,"path":328,"alternates":4025,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},{"bio":3990,"_uid":3597,"name":3561,"role":3598,"email":3599,"facts":4004,"phone":3625,"photo":4023,"quote":3629,"linkedin":3630,"component":605,"quote_source":3631},{"type":326,"content":3991},[3992,3995,3998,4001],{"type":331,"content":3993},[3994],{"text":3584,"type":336},{"type":331,"content":3996},[3997],{"text":3588,"type":336},{"type":331,"content":3999},[4000],{"text":3592,"type":336},{"type":331,"content":4002},[4003],{"text":3596,"type":336},[4005,4011,4017],{"_uid":3602,"label":1145,"value":4006,"component":943},{"type":326,"content":4007},[4008],{"type":331,"content":4009},[4010],{"text":3608,"type":336},{"_uid":3610,"label":946,"value":4012,"component":943},{"type":326,"content":4013},[4014],{"type":331,"content":4015},[4016],{"text":3616,"type":336},{"_uid":3618,"label":955,"value":4018,"component":943},{"type":326,"content":4019},[4020],{"type":331,"content":4021},[4022],{"text":3624,"type":336},{"id":3627,"alt":3561,"name":9,"focus":9,"title":9,"filename":3628,"copyright":9,"fieldtype":322},[],[],"Supervisory expectations continue to rise Supervisory expectations continue to rise. A far more pro-active approach to supervisory evaluation is key to safeguard resilience in an increasingly complex environment. The…","https:\u002F\u002Facecompany.nl\u002Fblog\u002Fintegrated-risk-management\u002Fnavigating-supervisory-evaluation\u002F","navigating-supervisory-evaluation","news\u002Fnavigating-supervisory-evaluation",[],"826c3b05-944a-4be0-b5a4-7a9493c9eefc","2026-08-05T09:29:07.485Z",[],{"name":4035,"created_at":4036,"published_at":4037,"updated_at":4038,"id":4039,"uuid":4040,"content":4041,"slug":4163,"full_slug":4164,"sort_by_date":328,"position":4165,"tag_list":4166,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":4167,"first_published_at":4168,"release_id":328,"lang":372,"path":328,"alternates":4169,"default_full_slug":328,"translated_slugs":328},"DORA: It is time to act now","2026-08-05T09:29:09.554Z","2026-09-02T13:31:24.268Z","2026-09-02T13:31:24.280Z",205752523007587,"431ff4e8-4086-49da-be01-7e3d1625d677",{"_uid":4042,"body":4043,"date":4115,"kind":576,"image":4116,"title":4035,"topic":4119,"author":4120,"summary":4161,"component":615,"source_url":4162},"cf06b05b-cb89-4525-b363-dffdbaeb3515",{"type":326,"content":4044},[4045,4050,4060,4064,4068,4072,4104],{"type":449,"attrs":4046,"content":4047},{"level":451},[4048],{"text":4049,"type":336},"Use smart technology to accelerate implementation",{"type":331,"content":4051},[4052,4054,4058],{"text":4053,"type":336},"In the rapidly changing digital world, it’s crucial for financial institutions to ensure the security and resilience of their digital operations. The Digital Operational Resilience Act (",{"text":705,"type":336,"marks":4055},[4056],{"type":439,"attrs":4057},{"href":709,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":4059,"type":336},") helps to achieve these goals by setting requirements for managing IT risks, including cybersecurity, data recovery, and operational resilience.",{"type":331,"content":4061},[4062],{"text":4063,"type":336},"Nevertheless, the implementation of DORA is challenging. Financial institutions must thoroughly evaluate their systems and processes, identify shortcomings in their digital resilience, and if needed, make improvements. This requires not just technical adjustments, but also a culture change that involves the entire organisation in promoting digital safety.",{"type":331,"content":4065},[4066],{"text":4067,"type":336},"The time to act is now. Start preparing for DORA to not only meet legal requirements but also to make your organization stronger and more resilient. The path forward is challenging, but the benefits of a robust digital operation are undeniable. Do not let this opportunity pass you by.",{"type":331,"content":4069},[4070],{"text":4071,"type":336},"As ACE, we are fully focused on structuring, directing, and implementing new laws and regulations in the financial sector. Our core is our proven approach to implementing new laws and regulations, in which we distinguish 3 key phases:",{"type":1073,"content":4073},[4074,4084,4094],{"type":1076,"content":4075},[4076,4080],{"type":331,"content":4077},[4078],{"text":4079,"type":336},"GAP assessment ",{"type":331,"content":4081},[4082],{"text":4083,"type":336},"using smart technology to determine the GAPs in policy and other DORA requirements and translate these into a realistic implementation plan",{"type":1076,"content":4085},[4086,4090],{"type":331,"content":4087},[4088],{"text":4089,"type":336},"Implementation",{"type":331,"content":4091},[4092],{"text":4093,"type":336}," execution of the implementation plan with the goal of mitigating the identified Gaps and integrating & securing the DORA requirements in the organisation, including the associated behavioural change",{"type":1076,"content":4095},[4096,4100],{"type":331,"content":4097},[4098],{"text":4099,"type":336},"Readiness assessment ",{"type":331,"content":4101},[4102],{"text":4103,"type":336},"using smart technology to determine the extent to which the organisation is compliant with DORA legislation and the associated RTS documents",{"type":331,"content":4105},[4106,4108,4114],{"text":4107,"type":336},"The analysis and implementation are supported by our own smart technology supplemented with elements that ensure a sustainable, efficient and effective implementation of DORA. Discover how ACE can transform your DORA challenges into opportunities for growth. Learn more about our approach and the advantages of partnering with us by ",{"text":4109,"type":336,"marks":4110},"contacting Erwin Jacobs",[4111],{"type":439,"attrs":4112},{"href":4113,"uuid":328,"anchor":328,"target":328,"linktype":102},"mailto:info@acecompany.nl",{"text":2343,"type":336},"2024-03-21 16:11:31",{"id":4117,"alt":4035,"filename":4118,"fieldtype":322},205752517060113,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F332950\u002F7925e1e102\u002Fdora-it-is-time-to-act-now.jpg","Non-financial Risk",{"name":2068,"created_at":2069,"published_at":2070,"updated_at":2071,"id":2072,"uuid":2073,"content":4121,"slug":2131,"full_slug":2132,"sort_by_date":328,"position":1711,"tag_list":4159,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":2134,"first_published_at":2135,"release_id":328,"lang":372,"path":328,"alternates":4160,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},{"bio":4122,"_uid":2097,"name":2068,"role":596,"email":2098,"facts":4139,"phone":2124,"photo":4158,"quote":2128,"linkedin":2129,"component":605,"quote_source":2130},{"type":326,"content":4123},[4124,4127,4130,4133,4136],{"type":331,"content":4125},[4126],{"text":2080,"type":336},{"type":331,"content":4128},[4129],{"text":2084,"type":336},{"type":331,"content":4131},[4132],{"text":2088,"type":336},{"type":331,"content":4134},[4135],{"text":2092,"type":336},{"type":331,"content":4137},[4138],{"text":2096,"type":336},[4140,4146,4152],{"_uid":2101,"label":1145,"value":4141,"component":943},{"type":326,"content":4142},[4143],{"type":331,"content":4144},[4145],{"text":2107,"type":336},{"_uid":2109,"label":946,"value":4147,"component":943},{"type":326,"content":4148},[4149],{"type":331,"content":4150},[4151],{"text":2115,"type":336},{"_uid":2117,"label":955,"value":4153,"component":943},{"type":326,"content":4154},[4155],{"type":331,"content":4156},[4157],{"text":2123,"type":336},{"id":2126,"alt":2068,"name":9,"focus":9,"title":9,"filename":2127,"copyright":9,"fieldtype":322},[],[],"Use smart technology to accelerate implementation In the rapidly changing digital world, it’s crucial for financial institutions to ensure the security and resilience of their digital operations. The Digital Operational…","https:\u002F\u002Facecompany.nl\u002Fblog\u002Fnon-financial-risk\u002Fdora-it-is-time-to-act-now\u002F","dora-it-is-time-to-act-now","news\u002Fdora-it-is-time-to-act-now",-170,[],"16f50b0e-94c9-4418-bc61-810fe54344fd","2026-08-05T09:29:09.598Z",[],{"name":4171,"created_at":4172,"published_at":4173,"updated_at":4174,"id":4175,"uuid":4176,"content":4177,"slug":4272,"full_slug":4273,"sort_by_date":328,"position":4274,"tag_list":4275,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":4276,"first_published_at":4277,"release_id":328,"lang":372,"path":328,"alternates":4278,"default_full_slug":328,"translated_slugs":328},"Why embedding ESG into probability of default models is good for banks and the planet","2026-08-05T09:29:11.804Z","2026-09-02T13:33:13.186Z","2026-09-02T13:33:13.204Z",205752532231921,"96064b49-8a55-41b2-b995-713ff56964e4",{"_uid":4178,"body":4179,"date":4255,"kind":576,"image":4256,"title":4171,"topic":190,"author":4259,"summary":4270,"component":615,"source_url":4271},"4bf2ae2b-765a-4b14-9ac7-7687a0a71dfd",{"type":326,"content":4180},[4181,4185,4189,4194,4205,4209,4213,4218,4222,4234,4239,4243],{"type":331,"content":4182},[4183],{"text":4184,"type":336},"From sector-based exclusion to sustainability-linked products, more and more banks are taking steps to align with the growing demand for a more sustainable financial services industry. At the same time, however, the sector is facing growing scrutiny over allegations of ‘greenwashing’: making a product or service seem more sustainable than it really is, whether intentionally or otherwise. Today, credit providers are under pressure to prove that their practices and portfolios aren’t just papering over the unsustainable cracks in their business models and strategies.",{"type":331,"content":4186},[4187],{"text":4188,"type":336},"So what can banks do to ensure they’re truly helping to create a more sustainable banking climate, one that supports, encourages, and even incentivizes sustainable business? And, perhaps more importantly, why should they? What’s in it for them?",{"type":449,"attrs":4190,"content":4191},{"level":451},[4192],{"text":4193,"type":336},"Enabling a more sustainable society …",{"type":331,"content":4195},[4196,4198,4203],{"text":4197,"type":336},"One potentially powerful answer to both questions is to factor a customer’s environmental, social, and governance (ESG) performance into the credit-risk decision; specifically, by embedding ",{"text":4199,"type":336,"marks":4200},"ESG factors",[4201],{"type":439,"attrs":4202},{"href":809,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":4204,"type":336}," in probability of default (PD) models. Such an approach has several benefits, and several beneficiaries.",{"type":331,"content":4206},[4207],{"text":4208,"type":336},"First, it would give companies with a higher level of ESG performance more chance of securing credit from traditional banking institutions (as opposed to crowdfunding, for example). Then, these more sustainable businesses would be able to make more of a positive impact through their operations. At the same time, companies with lesser ESG credentials would face less favorable loan terms and conditions, encouraging them to up their sustainability game, and improve their impact on the wider world for the good of people and planet alike.",{"type":331,"content":4210},[4211],{"text":4212,"type":336},"In turn, of course, promoting sustainable business in this way would help banks capture an important reputational advantage in today’s competitive, sustainability-conscious market. But that’s far from the only reason why credit providers should incorporate ESG metrics into their PD models.",{"type":449,"attrs":4214,"content":4215},{"level":451},[4216],{"text":4217,"type":336},"… and ensuring better risk management",{"type":331,"content":4219},[4220],{"text":4221,"type":336},"The biggest draw for banks is that taking ESG into account in PD analysis can help them better manage their own risk. Traditionally, financial factors have always sat at the heart of credit-risk models like PD, and it makes sense that they always will. But there’s growing evidence that supplementing financial data with ESG metrics is a smart move.",{"type":331,"content":4223},[4224,4226,4232],{"text":4225,"type":336},"As more and more studies in both the USA and Europe are underlining, as well as ",{"text":4227,"type":336,"marks":4228},"a recent EBA Report",[4229],{"type":439,"attrs":4230},{"href":4231,"uuid":328,"anchor":328,"target":1010,"linktype":102},"https:\u002F\u002Fwww.eba.europa.eu\u002Fsites\u002Fdefault\u002Fdocuments\u002Ffiles\u002Fdocument_library\u002FPublications\u002FReports\u002F2023\u002F1062711\u002FReport%20on%20the%20role%20of%20environmental%20and%20social%20risks%20in%20the%20prudential%20framework.pdf",{"text":4233,"type":336},", a company’s ESG performance can influence its business performance and, therefore, its likelihood of defaulting on a loan. It follows that integrating ESG with PD will help banks build a more holistic and accurate picture of a customer’s credit risk, and act accordingly to reduce their own risk as the loan provider.",{"type":449,"attrs":4235,"content":4236},{"level":451},[4237],{"text":4238,"type":336},"More than just a marketing opportunity",{"type":331,"content":4240},[4241],{"text":4242,"type":336},"More nuanced than sector-based exclusion and less arbitrary than sustainability-linked products, embedding ESG performance data into PD models is a way for banks to contribute to a more sustainable financing landscape over the long term, using quantifiable means that can help them avoid the threat of greenwashing. On a more immediate level, this approach gives banks the opportunity to directly enhance their own performance, by taking a more rounded view of creditworthiness and improving their credit-risk decision-making.",{"type":331,"content":4244},[4245,4247,4253],{"text":4246,"type":336},"It’s a triple win: for banks, for society, and for our planet. And you don’t have to do it alone: don’t hesitate to ",{"text":4248,"type":336,"marks":4249},"contact our Ace experts",[4250],{"type":439,"attrs":4251},{"href":4252,"uuid":328,"anchor":328,"target":442,"linktype":12},"\u002Fteam",{"text":4254,"type":336}," to learn how we can help you bridge the ESG-PD gap.","2023-11-16 15:24:20",{"id":4257,"alt":4171,"filename":4258,"fieldtype":322},205752525501972,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F53441\u002F8f77af0cdd\u002Fwhy-embedding-esg-into-pd-models-is-good-for-banks.jpg",{"name":1918,"created_at":1919,"published_at":1920,"updated_at":1921,"id":1922,"uuid":1923,"content":4260,"slug":1940,"full_slug":1941,"sort_by_date":328,"position":1942,"tag_list":4268,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":1944,"first_published_at":1945,"release_id":328,"lang":372,"path":328,"alternates":4269,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},{"bio":4261,"_uid":1931,"name":1918,"role":596,"email":1932,"facts":4266,"phone":1934,"photo":4267,"quote":1938,"linkedin":1939,"component":605,"quote_source":9},{"type":326,"content":4262},[4263],{"type":331,"content":4264},[4265],{"text":1930,"type":336},[],{"id":1936,"alt":1918,"name":9,"focus":9,"title":9,"filename":1937,"copyright":9,"fieldtype":322},[],[],"From sector-based exclusion to sustainability-linked products, more and more banks are taking steps to align with the growing demand for a more sustainable financial services industry. At the same time, however, the…","https:\u002F\u002Facecompany.nl\u002Fblog\u002Fsustainable-finance\u002Fwhy-embedding-esg-into-pd-models-is-good-for-banks\u002F","why-embedding-esg-into-pd-models-is-good-for-banks","news\u002Fwhy-embedding-esg-into-pd-models-is-good-for-banks",-180,[],"d69c95a4-619c-44ef-9eee-6fb0839d32bf","2026-08-05T09:29:11.860Z",[],{"name":4280,"created_at":4281,"published_at":4282,"updated_at":4283,"id":4284,"uuid":4285,"content":4286,"slug":4361,"full_slug":4362,"sort_by_date":328,"position":4363,"tag_list":4364,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":4365,"first_published_at":4366,"release_id":328,"lang":372,"path":328,"alternates":4367,"default_full_slug":328,"translated_slugs":328},"New EBA report joins Ace in calling for greater integration of ESG in PD modeling","2026-08-05T09:29:14.151Z","2026-09-02T13:32:33.168Z","2026-09-02T13:32:33.187Z",205752541841341,"0e709200-ebe0-437c-ac00-ac84d51a6b01",{"_uid":4287,"body":4288,"date":4344,"kind":576,"image":4345,"title":4280,"topic":190,"author":4348,"summary":4359,"component":615,"source_url":4360},"ffe6ed6c-89b2-470a-be58-e85747f93858",{"type":326,"content":4289},[4290,4306,4310,4314,4319,4329,4333],{"type":331,"content":4291},[4292,4294,4299,4301,4304],{"text":4293,"type":336},"This October, the European Banking Authority (EBA) has published ",{"text":4295,"type":336,"marks":4296},"a new report",[4297],{"type":439,"attrs":4298},{"href":4231,"uuid":328,"anchor":328,"target":1010,"linktype":102},{"text":4300,"type":336}," that’s certain to cause a stir in the world of sustainable finance. In fact, it’s already been the subject of much interest here at the Ace office, because it agrees with the findings we published in ",{"text":4302,"type":336,"marks":4303},"our recent white paper",[],{"text":4305,"type":336},"!",{"type":331,"content":4307},[4308],{"text":4309,"type":336},"With the effects of everything from climate change to inequality taking their toll on societies and economies, it follows that the associated risks are also impacting the financial environment. The new EBA paper reports that the impact of environmental (E) and social (S) risks on traditional financial risk categories means the prudential framework should better account for these risks.",{"type":331,"content":4311},[4312],{"text":4313,"type":336},"More specifically, the EBA concludes, and indeed recommends, that as more information becomes available on the impact of E and S risks on defaults and loss rates, “institutions should reflect these risks in their PD and LGD estimates through a re-development or recalibration of their rating systems in the long term. This would enable banks to better account for and manage E&S risks in their portfolios.”",{"type":449,"attrs":4315,"content":4316},{"level":451},[4317],{"text":4318,"type":336},"Benefits for banks, business, and society",{"type":331,"content":4320},[4321,4323,4327],{"text":4322,"type":336},"It’s a position that puts the EBA in line with the experts here at Ace, who explored the benefits of more sustainably minded credit-risk modeling in our white paper, ",{"text":4324,"type":336,"marks":4325},"The mystery of the missing sustainability factors: Why it is time to integrate ESG into probability of default models",[4326],{"type":341},{"text":4328,"type":336},". After all, a more sustainable approach to probability of default (PD) analysis isn’t just good news for our planet and the people who call it home…",{"type":331,"content":4330},[4331],{"text":4332,"type":336},"“There’s evidence to show that, as well as promoting more sustainable business, considering more non-financial factors in PD models is a wise move for banks in terms of helping them manage their own risk,” explains Vincent Pit, Director, Ace Management Consulting (and a co-author of the white paper). “What’s more, it’s a way to gain important reputational advantages in today’s sustainability-conscious market, and it could even pave the way for a meaningful cultural shift in banking culture by encouraging more honesty and openness between institutions and their clients.”",{"type":331,"content":4334},[4335,4337,4342],{"text":4336,"type":336},"Don’t hesitate to ",{"text":4338,"type":336,"marks":4339},"contact our team",[4340],{"type":439,"attrs":4341},{"href":1416,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":4343,"type":336}," to learn more about how Ace’s regulatory and financial expertise can help you identify and implement the right solutions with lasting impact.","2023-10-17 13:55:11",{"id":4346,"alt":4280,"filename":4347,"fieldtype":322},205752535229976,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F109822\u002F7457b0eb66\u002Fnew-eba-report-joins-ace-in-calling-for-greater-integration-of-esg-in-pd-modeling.jpg",{"name":1918,"created_at":1919,"published_at":1920,"updated_at":1921,"id":1922,"uuid":1923,"content":4349,"slug":1940,"full_slug":1941,"sort_by_date":328,"position":1942,"tag_list":4357,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":1944,"first_published_at":1945,"release_id":328,"lang":372,"path":328,"alternates":4358,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},{"bio":4350,"_uid":1931,"name":1918,"role":596,"email":1932,"facts":4355,"phone":1934,"photo":4356,"quote":1938,"linkedin":1939,"component":605,"quote_source":9},{"type":326,"content":4351},[4352],{"type":331,"content":4353},[4354],{"text":1930,"type":336},[],{"id":1936,"alt":1918,"name":9,"focus":9,"title":9,"filename":1937,"copyright":9,"fieldtype":322},[],[],"This October, the European Banking Authority (EBA) has published a new report that’s certain to cause a stir in the world of sustainable finance. In fact, it’s already been the subject of much interest here at the Ace…","https:\u002F\u002Facecompany.nl\u002Fblog\u002Fsustainable-finance\u002Fnew-eba-report-joins-ace-in-calling-for-greater-integration-of-esg-in-pd-modeling\u002F","new-eba-report-joins-ace-in-calling-for-greater-integration-of-esg-in-pd-modeling","news\u002Fnew-eba-report-joins-ace-in-calling-for-greater-integration-of-esg-in-pd-modeling",-190,[],"b474f8dc-662e-4c8a-89db-c62551208044","2026-08-05T09:29:14.229Z",[],{"name":4369,"created_at":4370,"published_at":4371,"updated_at":4372,"id":4373,"uuid":4374,"content":4375,"slug":4504,"full_slug":4505,"sort_by_date":328,"position":4506,"tag_list":4507,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":4508,"first_published_at":4509,"release_id":328,"lang":372,"path":328,"alternates":4510,"default_full_slug":328,"translated_slugs":328},"DORA is coming: Are you ready for resilience?","2026-08-05T09:29:16.366Z","2026-09-02T13:35:19.072Z","2026-09-02T13:35:19.088Z",205752550918208,"a56a99de-f727-4168-b22d-e501022fe43d",{"_uid":4376,"body":4377,"date":4457,"kind":576,"image":4458,"title":4369,"topic":4119,"author":4461,"summary":4502,"component":615,"source_url":4503},"b9895868-66d2-4c76-8e22-2d94372f9127",{"type":326,"content":4378},[4379,4384,4392,4396,4400,4405,4409,4413,4417,4422,4426,4430,4435,4439,4443,4447],{"type":449,"attrs":4380,"content":4381},{"level":451},[4382],{"text":4383,"type":336},"Meet DORA",{"type":331,"content":4385},[4386,4390],{"text":705,"type":336,"marks":4387},[4388],{"type":439,"attrs":4389},{"href":709,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":4391,"type":336},"’s main objective is to harmonize current regulations on digital operational resilience in financial entities across the EU (something the European Central Bank and other EU authorities are also prioritizing). To achieve this, the EU has made DORA a regulation rather than a directive, meaning it’ll be directly implemented in each member state without first being translated into national law.",{"type":331,"content":4393},[4394],{"text":4395,"type":336},"Its broad scope will encompass many institutions that aren’t covered by existing cybersecurity legislation like NIS2; in fact, DORA requirements will prevail over NIS2 in the case of conflict. The EU’s goal is that this simultaneous harmonization and expansion will help address the risk of cyberthreats, particularly across borders.",{"type":331,"content":4397},[4398],{"text":4399,"type":336},"So why is DORA such a significant step for many financial institutions? Fundamentally, the regulation will make cybersecurity the responsibility not only of IT but also of senior management and the board. As a result, digital operational resilience will need to be firmly embedded within corporate strategy, much like sustainability is today.",{"type":449,"attrs":4401,"content":4402},{"level":451},[4403],{"text":4404,"type":336},"Spotlight on resilience",{"type":331,"content":4406},[4407],{"text":4408,"type":336},"Resilience is defined by the EU as “the ability not only to withstand and cope with challenges but also to undergo transitions, in a sustainable, fair, and democratic manner.” Digital resilience is just one aspect of this concept, but for financial organizations it’s an essential pillar of sustainable growth and development. As part of the EU’s Digital Finance Package, DORA has been developed to make sure financial entities and IT providers can deal with any social, political, or environmental risks that might arise during the region’s ongoing digital transition.",{"type":331,"content":4410},[4411],{"text":4412,"type":336},"“Resilience doesn’t mean nothing ever happens,” says Katharina Ortlepp, Senior Consultant at Ace + Company. “It means you have the tools to react when problems do occur. It’s not static: responding to incidents is about learning and improving for the future.”",{"type":331,"content":4414},[4415],{"text":4416,"type":336},"With that in mind, it’s important for financial organizations to think of DORA compliance not as a box-checking exercise, but as a way to nurture a better, more secure growth landscape in the financial sector. Seizing the opportunity to optimize all processes will improve digital operational resilience, and thereby the resilience of the organization as whole.",{"type":449,"attrs":4418,"content":4419},{"level":451},[4420],{"text":4421,"type":336},"More transparency, greater security",{"type":331,"content":4423},[4424],{"text":4425,"type":336},"One key focus area within DORA is third-party risk management. For financial institutions, that means clearly defining their critical services, identifying the third-party providers of those services, and clarifying who within the organization is responsible for monitoring those providers.",{"type":331,"content":4427},[4428],{"text":4429,"type":336},"This is something a surprising number of financial entities don’t currently have a firm handle on. According to Chiara Gamarra, Manager at Ace + Company, they should: “If one IT company provides a service to five banks, and one of those banks suffers a cyberbreach, the other four banks might never know about it,” she explains. “That means they can’t act to prevent it happening in their own organization. A single breach could create a domino effect across multiple banks, so they all need to be aware of the risks up front. Consistency in reporting and inventorying is a big advantage from a security and resilience standpoint.”",{"type":449,"attrs":4431,"content":4432},{"level":451},[4433],{"text":4434,"type":336},"How to get ready for DORA",{"type":331,"content":4436},[4437],{"text":4438,"type":336},"2025 might seem far away, but with a regulatory change of this size, preparation is everything. “Ensuring compliance with DORA means acting quickly,” says Chiara. “Organizations need to build internal awareness around the new regulation and its impacts, but for many it’s hard to know where to begin.”",{"type":331,"content":4440},[4441],{"text":4442,"type":336},"Don’t worry: at Ace, we’re already working closely with clients to ensure full readiness for and compliance with DORA. For example, our experts can help perform a gap assessment to identify what’s already in place in your organization and, crucially, what needs to happen to bring your IT and third-party risk management frameworks up to speed.",{"type":331,"content":4444},[4445],{"text":4446,"type":336},"“Many financial institutions have a lot to do before DORA is implemented,” Katharina says, “but it’s also a great opportunity to streamline processes. Remember, compliance isn’t for its own sake; it’s about helping your organization improve its resilience in today’s unpredictable world, so embrace the challenge!”",{"type":331,"content":4448},[4449,4451,4456],{"text":4450,"type":336},"And we’re here to help: so, if you’d like to learn more about DORA, discuss a gap assessment, or find out how else we can support you, ",{"text":4452,"type":336,"marks":4453},"contact our Ace team to plan a coffee and a chat",[4454],{"type":439,"attrs":4455},{"href":1416,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":2343,"type":336},"2023-07-28 12:20:19",{"id":4459,"alt":4369,"filename":4460,"fieldtype":322},205752544527897,"https:\u002F\u002Fa.storyblok.com\u002Ff\u002F294177895581993\u002F125778\u002F1681d73646\u002Fdora-is-coming-are-you-ready-for-resilience.jpg",{"name":2068,"created_at":2069,"published_at":2070,"updated_at":2071,"id":2072,"uuid":2073,"content":4462,"slug":2131,"full_slug":2132,"sort_by_date":328,"position":1711,"tag_list":4500,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":2134,"first_published_at":2135,"release_id":328,"lang":372,"path":328,"alternates":4501,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},{"bio":4463,"_uid":2097,"name":2068,"role":596,"email":2098,"facts":4480,"phone":2124,"photo":4499,"quote":2128,"linkedin":2129,"component":605,"quote_source":2130},{"type":326,"content":4464},[4465,4468,4471,4474,4477],{"type":331,"content":4466},[4467],{"text":2080,"type":336},{"type":331,"content":4469},[4470],{"text":2084,"type":336},{"type":331,"content":4472},[4473],{"text":2088,"type":336},{"type":331,"content":4475},[4476],{"text":2092,"type":336},{"type":331,"content":4478},[4479],{"text":2096,"type":336},[4481,4487,4493],{"_uid":2101,"label":1145,"value":4482,"component":943},{"type":326,"content":4483},[4484],{"type":331,"content":4485},[4486],{"text":2107,"type":336},{"_uid":2109,"label":946,"value":4488,"component":943},{"type":326,"content":4489},[4490],{"type":331,"content":4491},[4492],{"text":2115,"type":336},{"_uid":2117,"label":955,"value":4494,"component":943},{"type":326,"content":4495},[4496],{"type":331,"content":4497},[4498],{"text":2123,"type":336},{"id":2126,"alt":2068,"name":9,"focus":9,"title":9,"filename":2127,"copyright":9,"fieldtype":322},[],[],"Meet DORA DORA’s main objective is to harmonize current regulations on digital operational resilience in financial entities across the EU (something the European Central Bank and other EU authorities are also…","https:\u002F\u002Facecompany.nl\u002Fblog\u002Fnon-financial-risk\u002Fdora-is-coming-are-you-ready-for-resilience\u002F","dora-is-coming-are-you-ready-for-resilience","news\u002Fdora-is-coming-are-you-ready-for-resilience",-200,[],"3e2ea3c7-64e9-4ab9-a3b6-cb62cdc18760","2026-08-05T09:29:16.411Z",[],{"name":4512,"created_at":4513,"published_at":4514,"updated_at":4515,"id":4516,"uuid":4517,"content":4518,"slug":4684,"full_slug":4685,"sort_by_date":328,"position":4686,"tag_list":4687,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":4688,"first_published_at":4689,"release_id":328,"lang":372,"path":328,"alternates":4690,"default_full_slug":328,"translated_slugs":328},"Risketeers: Developing Next-Generation Talent Together","2026-08-05T09:29:16.954Z","2026-09-02T13:29:20.016Z","2026-09-02T13:29:20.030Z",205752553322663,"abc0e9f1-71b2-4466-ad32-055da526d77c",{"_uid":4519,"body":4520,"date":4642,"kind":576,"image":4643,"title":4512,"topic":3728,"author":4644,"summary":4682,"component":615,"source_url":4683},"9b44718f-17b3-4858-8501-c6cc418b8e29",{"type":326,"content":4521},[4522,4526,4533,4537,4541,4545,4549,4553,4560,4564,4596,4600,4607,4611,4615,4619,4623,4627,4631],{"type":331,"content":4523},[4524],{"text":4525,"type":336},"Ace + Company has always been about solving problems in regulatory compliance. That’s true with our consultancy and management, with our regtech solutions, and with our interim professionals. And, with Risketeers, we’re taking steps to directly solve resourcing and talent shortages across our industry while introducing the talent and mindsets to make real change in the organizations we work with.",{"type":449,"attrs":4527,"content":4528},{"level":451},[4529],{"text":4530,"type":336,"marks":4531},"What is Risketeers",[4532],{"type":425},{"type":331,"content":4534},[4535],{"text":4536,"type":336},"With Risketeers, ACE + Company has the opportunity to truly make a difference. Not just to the young professionals entering the market, but also to the financial services industry, which is facing ongoing issues sourcing the right qualified people. Rapid regulatory change, digitization, and changing priorities mean that these people are scarce or possibly don’t exist yet.",{"type":331,"content":4538},[4539],{"text":4540,"type":336},"Everyone wants seniors and intermediate candidates, but they’re hard to find. And, hiring young professionals means taking on risks. Busy financial organizations don’t have the time to train and mentor new hires until they’re experienced enough to add value to the team. Candidate shortages mean workloads are high so you can’t take on people you have to train, but without training new people, there are no new people to take on those workloads.",{"type":331,"content":4542},[4543],{"text":4544,"type":336},"That chicken and egg problem caused ACE to step up. Our Risketeers program takes young professionals and delivers the guidance, mentorship, and practical experience to allow them to start delivering value in your organization. And, because it’s a secondment and not just a traineeship, your Risketeers candidate stays with your organization after graduating from the program.",{"type":331,"content":4546},[4547],{"text":4548,"type":336},"Risketeers is a traineeship and secondment program offering young professionals the opportunity to engage in an intensive education and traineeship for a mix of practical, theoretical, and hands-on-experience, guided by the experts from ACE+ Company, including ACE Management Consulting, ACT Regtech, and Interim senior professionals.",{"type":331,"content":4550},[4551],{"text":4552,"type":336},"The result? Our program delivers professionals, with enough experience to add value to their team, in just one year.",{"type":449,"attrs":4554,"content":4555},{"level":451},[4556],{"text":4557,"type":336,"marks":4558},"Bringing Theory into Practice",[4559],{"type":425},{"type":331,"content":4561},[4562],{"text":4563,"type":336},"Risketeers is backed by ACE Management Consulting and its regulatory compliance, finance, and risk management professionals. That allows us to look at our traineeship program from the perspective of clients. When you start a Risketeers program, we look at your organization’s needs, your culture, and tooling to ascertain the skills your team members need.",{"type":1073,"content":4565},[4566,4572,4578,4584,4590],{"type":1076,"content":4567},[4568],{"type":331,"content":4569},[4570],{"text":4571,"type":336},"Risketeers are directly trained and mentored by experts in the field, including ACE Management Consulting professionals",{"type":1076,"content":4573},[4574],{"type":331,"content":4575},[4576],{"text":4577,"type":336},"Personal development is part of the program, helping candidates to recognize where they can grow and develop",{"type":1076,"content":4579},[4580],{"type":331,"content":4581},[4582],{"text":4583,"type":336},"Training incorporates real life cases which actually happened, ensuring trainees have awareness and a close connection to the environments where they’re starting their career",{"type":1076,"content":4585},[4586],{"type":331,"content":4587},[4588],{"text":4589,"type":336},"Our program is flexible and we update training and assignments based on industry and regulatory trends in ESG, AI, etc.",{"type":1076,"content":4591},[4592],{"type":331,"content":4593},[4594],{"text":4595,"type":336},"The traineeship is dedicated to the challenges faced in risk, regulatory compliance, finance, and risk management professionals and tailored to the individual needs of the organization",{"type":331,"content":4597},[4598],{"text":4599,"type":336},"Most importantly, that discussion is ongoing. We work to ensure we know what is needed to develop professionals for your organization throughout the program, so that we can adjust training and assignments as the program moves forward.",{"type":449,"attrs":4601,"content":4602},{"level":451},[4603],{"text":4604,"type":336,"marks":4605},"A Focus on the Future",[4606],{"type":425},{"type":331,"content":4608},[4609],{"text":4610,"type":336},"Risketeers includes at minimum 30 days of hands-on training and guidance with ongoing secondment traineeship for 12 months, under the guidance of Ace Management Consulting. Our candidates are resilient, eager, ambitious, and have an affinity for working in finance, risk and compliance domains.",{"type":331,"content":4612},[4613],{"text":4614,"type":336},"We also have a strong focus on personal development. That starts with recruitment, where we look at candidates from the perspective of personality assessments and use tools to support the recruitment and development process. Then, we use that to guide personal development, to set short and long-term goals, and to help candidates develop to where they want and need to be.",{"type":331,"content":4616},[4617],{"text":4618,"type":336},"Our focus on personal development strategy allows us to ensure long-term engagement, while giving us insight to guide and facilitate that candidates journey through our traineeship.",{"type":331,"content":4620},[4621],{"text":4622,"type":336},"That focus on personal development can add to knowledge and expertise. For example, it can be impactful in introducing purpose-driven culture and a fresh mindset to your organization.",{"type":331,"content":4624},[4625],{"text":4626,"type":336},"Risketeers graduate our program and join your organization. But, they always have access to our alumni events and community, with mentorship, masterclasses, and training, so they can stay up to speed with the market.",{"type":331,"content":4628},[4629],{"text":4630,"type":336},"Risketeers is over a year into its program. We just started with a new group of trainees. And, we’ll be taking on more in early summer.",{"type":331,"content":4632},[4633,4635,4641],{"text":4634,"type":336},"If you’d like to know more about our Risketeers program, ",{"text":4636,"type":336,"marks":4637},"contact us to schedule a talk",[4638],{"type":439,"attrs":4639},{"href":4640,"uuid":328,"anchor":328,"target":1010,"linktype":102},"https:\u002F\u002Frisketeers.nl\u002Fcontact\u002F",{"text":2343,"type":336},"2023-04-18 07:36:00",{},{"name":3561,"created_at":3573,"published_at":3574,"updated_at":3575,"id":3576,"uuid":3577,"content":4645,"slug":3632,"full_slug":3633,"sort_by_date":328,"position":619,"tag_list":4680,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":3635,"first_published_at":3636,"release_id":328,"lang":372,"path":328,"alternates":4681,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},{"bio":4646,"_uid":3597,"name":3561,"role":3598,"email":3599,"facts":4660,"phone":3625,"photo":4679,"quote":3629,"linkedin":3630,"component":605,"quote_source":3631},{"type":326,"content":4647},[4648,4651,4654,4657],{"type":331,"content":4649},[4650],{"text":3584,"type":336},{"type":331,"content":4652},[4653],{"text":3588,"type":336},{"type":331,"content":4655},[4656],{"text":3592,"type":336},{"type":331,"content":4658},[4659],{"text":3596,"type":336},[4661,4667,4673],{"_uid":3602,"label":1145,"value":4662,"component":943},{"type":326,"content":4663},[4664],{"type":331,"content":4665},[4666],{"text":3608,"type":336},{"_uid":3610,"label":946,"value":4668,"component":943},{"type":326,"content":4669},[4670],{"type":331,"content":4671},[4672],{"text":3616,"type":336},{"_uid":3618,"label":955,"value":4674,"component":943},{"type":326,"content":4675},[4676],{"type":331,"content":4677},[4678],{"text":3624,"type":336},{"id":3627,"alt":3561,"name":9,"focus":9,"title":9,"filename":3628,"copyright":9,"fieldtype":322},[],[],"Ace + Company has always been about solving problems in regulatory compliance. That’s true with our consultancy and management, with our regtech solutions, and with our interim professionals. And, with Risketeers, we’re…","https:\u002F\u002Facecompany.nl\u002Fblog\u002Frisketeers\u002Frisketeers-developing-next-generation-talent-together\u002F","risketeers-developing-next-generation-talent-together","news\u002Frisketeers-developing-next-generation-talent-together",-210,[],"6dbf6df3-f073-43e9-8fd2-5b1444164650","2026-08-05T09:29:17.003Z",[],{"name":4692,"created_at":4693,"published_at":4694,"updated_at":4695,"id":4696,"uuid":4697,"content":4698,"slug":4876,"full_slug":4877,"sort_by_date":328,"position":4878,"tag_list":4879,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":4880,"first_published_at":4881,"release_id":328,"lang":372,"path":328,"alternates":4882,"default_full_slug":328,"translated_slugs":328},"Quantifying and modeling the S part of ESG","2026-08-05T09:29:17.603Z","2026-09-02T13:28:35.622Z","2026-09-02T13:28:35.637Z",205752555976872,"17d0be10-362c-4237-86f1-c6190a4ae758",{"_uid":4699,"body":4700,"date":4861,"kind":576,"image":4862,"title":4692,"topic":190,"author":4863,"summary":4874,"component":615,"source_url":4875},"6b5a3a46-ba74-4db1-8875-dc646abe30a6",{"type":326,"content":4701},[4702,4727,4731,4738,4751,4755,4762,4766,4770,4774,4778,4785,4789,4849,4853,4857],{"type":331,"content":4703},[4704,4708,4710,4715,4717,4725],{"text":127,"type":336,"marks":4705},[4706],{"type":439,"attrs":4707},{"href":809,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":4709,"type":336}," is increasingly measured, standardized, and reported on by financial organizations across the globe but with a focus on environmental and governance factors, social impact lags behind. In ",{"text":4711,"type":336,"marks":4712},"one",[4713],{"type":4714},"strike",{"text":4716,"type":336}," survey by ",{"text":4718,"type":336,"marks":4719},"BNB Paribas",[4720,4723],{"type":439,"attrs":4721},{"href":4722,"uuid":328,"anchor":328,"target":1010,"linktype":102},"https:\u002F\u002Fsecurities.cib.bnpparibas\u002Fesg-global-survey-2021\u002F",{"type":4724},"underline",{"text":4726,"type":336},", 51% of investors cited the “S” as being the most difficult to analyze and the most difficult to embed in strategy.",{"type":331,"content":4728},[4729],{"text":4730,"type":336},"With no clear metrics of what good social performance is and no standardization around those metrics, S can quickly become nothing more than a check-the-box exercise with no real value being produced. At the same time, financial organizations want and need to invest in social good as part of ESG. At Ace + Company, we see our clients working towards creating a more positive impact on the world around them, and we’d like to help by offering insight into the Social aspect of ESG.",{"type":449,"attrs":4732,"content":4733},{"level":451},[4734],{"text":4735,"type":336,"marks":4736},"ESG Metrics Don’t Define or Encompass the “S” Very Well",[4737],{"type":425},{"type":331,"content":4739},[4740,4742,4749],{"text":4741,"type":336},"If the nature of managing social risk is to create actions, policies, and investments that positively impact people’s lives, focusing on risk measurement and avoidance quite simply is not enough to meet social goals. Social factors can include quality of life, privacy, safety, diversity, digital inclusion, and equality. Yet, many organizations focus on material goals. E.g., in the telecoms sector, ",{"text":4743,"type":336,"marks":4744},"MSCI",[4745,4748],{"type":439,"attrs":4746},{"href":4747,"uuid":328,"anchor":328,"target":1010,"linktype":102},"https:\u002F\u002Fthink.ing.com\u002Farticles\u002Fwhy-telecom-companies-should-focus-on-the-s-in-esg",{"type":4724},{"text":4750,"type":336},", one of the leaders in ESG standards, identifies privacy and data security, labor management, and access to communications as primary points in social strategies, all of which can be linked to fiscal outcomes.",{"type":331,"content":4752},[4753],{"text":4754,"type":336},"Other common factors like diversity, employee engagement, and feelings of belonging all increase employee satisfaction within the company, but do little to showcase social responsibility outside the company.",{"type":449,"attrs":4756,"content":4757},{"level":451},[4758],{"text":4759,"type":336,"marks":4760},"Social Responsibility Can’t Exist without Environmental and Governance Responsibility",[4761],{"type":425},{"type":331,"content":4763},[4764],{"text":4765,"type":336},"The current focus on Environment makes sense in light of new and pressing regulations surrounding sustainability and carbon emissions. The focus also makes sense, with science-based targets, data, and the ability to create clear goals, E is relatively simple to map, model, and create projections for.",{"type":331,"content":4767},[4768],{"text":4769,"type":336},"At the same time, one does not exist without the other. Social overlaps with governance (think cybersecurity, data privacy, labor agreements, procurement policy) and environment (think quality of life, access to food and water), and vice versa. Environmental decisions become complicated by social decisions, because, for example, while it would be environmentally responsible to simply cut fossil fuels, doing so would reduce the quality of life for the millions of people depending on those energy sources for heat and fuel.",{"type":331,"content":4771},[4772],{"text":4773,"type":336},"Nowhere is that overlap more evident than following the conflict Russia started in Ukraine, in which sanctions against Russia resulted in a crisis of fuel shortages across Europe.",{"type":331,"content":4775},[4776],{"text":4777,"type":336},"Any model for ESG has to be integrated, with all three taken into account at every step.",{"type":449,"attrs":4779,"content":4780},{"level":451},[4781],{"text":4782,"type":336,"marks":4783},"Embedding S into Strategy",[4784],{"type":425},{"type":331,"content":4786},[4787],{"text":4788,"type":336},"One of the key problems for financial organizations looking to embed the “S” into their strategy is defining what S is to begin with. At Ace, we often find that those questions can be simplified by redefining “Social” as “Stakeholder”, allowing you to better set and narrow stakeholder groups to define what impact is and how it works.",{"type":1073,"content":4790},[4791,4797,4819,4825,4831,4837,4843],{"type":1076,"content":4792},[4793],{"type":331,"content":4794},[4795],{"text":4796,"type":336},"Every company defines, measures, and reports on social impact differently. Overcoming this means setting internal standards, while simultaneously creating monitoring to ensure that companies in your portfolio measure and report in a way that aligns with your own metrics",{"type":1076,"content":4798},[4799,4803,4811,4815],{"type":331,"content":4800},[4801],{"text":4802,"type":336},"It’s good to start by evaluating your own supply chain. What companies are you procuring goods and services from and where do they stand on social aspects? Do they have policies in place to protect their workers? Do they evaluate their sub-suppliers? Are they complying with the 10 principles of UN Global Compact and ILO? Engaging tools such as the ",{"type":331,"content":4804},[4805],{"text":4806,"type":336,"marks":4807},"EcoVadis",[4808],{"type":439,"attrs":4809},{"href":4810,"uuid":328,"anchor":328,"target":442,"linktype":12},"\u002Fsustainability",{"type":331,"content":4812},[4813],{"text":4814,"type":336}," platform",{"type":331,"content":4816},[4817],{"text":4818,"type":336}," might be very helpful. It not only enables companies to assess suppliers, it also helps to start a conversation with those suppliers regarding areas in need of improvement",{"type":1076,"content":4820},[4821],{"type":331,"content":4822},[4823],{"text":4824,"type":336},"When it comes to investments and own portfolio, developing a Social scoring system for potential companies on your radar can help you to identify whether that company introduces new social risks, while giving your organization a map for good social investments. Here, it’s important to understand not just whether a company scores badly but also why they do, as that may heavily impact your eventual investment decisions",{"type":1076,"content":4826},[4827],{"type":331,"content":4828},[4829],{"text":4830,"type":336},"S goals vary significantly by industry and region meaning that no ESG goal will be universal. Assess organizations based on goals relevant to them",{"type":1076,"content":4832},[4833],{"type":331,"content":4834},[4835],{"text":4836,"type":336},"Measuring organizations based on outcomes with impact metrics in place could help to create more precise and relevant standards for S",{"type":1076,"content":4838},[4839],{"type":331,"content":4840},[4841],{"text":4842,"type":336},"Developing internal risk mitigation and KPIs for SDGs is necessary for financial organizations wishing to improve S in their organization. With no industry-wide best-practices, now is a time to be a leader in the field. E.g., Citibank simply excludes companies that breach its policies, but there are many other ways to meet social goals",{"type":1076,"content":4844},[4845],{"type":331,"content":4846},[4847],{"text":4848,"type":336},"Focusing on social initiatives with materiality or measurable value can increase buy-in from stakeholders while providing strategic goals but the nature of S means positive impact, not just revenue",{"type":331,"content":4850},[4851],{"text":4852,"type":336},"No strategy can succeed without accountability and measurable goals. Focusing on defining and broadening your S strategy should always include ways to measure, trace value, and see results. At the same time, achieving buy-in by clearly communicating purpose and goals to stakeholders, supporting S goals with a bottom-up culture shift, and giving clear direction for achieving S goals are all crucial.",{"type":331,"content":4854},[4855],{"text":4856,"type":336},"Social good is at the heart of what ESG is, which is outlined by just how many of the UN Sustainable Development Goals are social-oriented. At the same time, building those goals into your strategy often means starting by defining them based on what is relevant, measurable, and achievable for your industry, region, and stakeholders.",{"type":331,"content":4858},[4859],{"text":4860,"type":336},"If you’re struggling with quantifying and modeling the S as part of your ESG, drop by Ace and start a discussion, we’re happy to help you on your way to building the S into your ESG strategy.","2023-03-29 11:35:33",{},{"name":1918,"created_at":1919,"published_at":1920,"updated_at":1921,"id":1922,"uuid":1923,"content":4864,"slug":1940,"full_slug":1941,"sort_by_date":328,"position":1942,"tag_list":4872,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":1944,"first_published_at":1945,"release_id":328,"lang":372,"path":328,"alternates":4873,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},{"bio":4865,"_uid":1931,"name":1918,"role":596,"email":1932,"facts":4870,"phone":1934,"photo":4871,"quote":1938,"linkedin":1939,"component":605,"quote_source":9},{"type":326,"content":4866},[4867],{"type":331,"content":4868},[4869],{"text":1930,"type":336},[],{"id":1936,"alt":1918,"name":9,"focus":9,"title":9,"filename":1937,"copyright":9,"fieldtype":322},[],[],"ESG is increasingly measured, standardized, and reported on by financial organizations across the globe but with a focus on environmental and governance factors, social impact lags behind. In one survey by BNB Paribas ,…","https:\u002F\u002Facecompany.nl\u002Fblog\u002Fsustainable-finance\u002Fquantifying-and-modeling-the-s-part-of-esg\u002F","quantifying-and-modeling-the-s-part-of-esg","news\u002Fquantifying-and-modeling-the-s-part-of-esg",-220,[],"bd5381be-26fa-4676-a05f-a8749c7f0819","2026-08-05T09:29:17.650Z",[],{"name":4884,"created_at":4885,"published_at":4886,"updated_at":4887,"id":4888,"uuid":4889,"content":4890,"slug":5024,"full_slug":5025,"sort_by_date":328,"position":5026,"tag_list":5027,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":5028,"first_published_at":5029,"release_id":328,"lang":372,"path":328,"alternates":5030,"default_full_slug":328,"translated_slugs":328},"Best practices for change management in regulatory compliance","2026-08-05T09:29:18.192Z","2026-09-02T13:37:03.837Z","2026-09-02T13:37:03.856Z",205752558389510,"c3907122-d5ce-4afd-85d6-015c55a3c886",{"_uid":4891,"body":4892,"date":4982,"kind":576,"image":4983,"title":4884,"topic":166,"author":4984,"summary":5022,"component":615,"source_url":5023},"03be5054-b405-411c-8a8a-557ec5be5b28",{"type":326,"content":4893},[4894,4898,4902,4909,4919,4926,4930,4934,4938,4945,4949,4953,4960,4964,4968,4972],{"type":331,"content":4895},[4896],{"text":4897,"type":336},"Today’s financial regulatory environment is complex and often fast-paced. Before Basel II started making regulations more comprehensive, most financial organizations could expect to implement one new regulation at a time. Today, new regulation is a near-constant, and many must adopt a state of constant change. The result is often that financial institutions are struggling to keep up. Without the infrastructure in place to manage multiple large initiatives at once, effectively juggling the ever-increasing number of new compliance requirements is difficult.",{"type":331,"content":4899},[4900],{"text":4901,"type":336},"While many organizations have been forced into using emergency task forces and jumping from one “fire” to the next, meeting compliance requirements in the nick of time, regulations are going to keep coming. That means implementing strategic solutions from a business level is the only way to move forward, while ensuring you continue to meet new regulatory compliance.",{"type":449,"attrs":4903,"content":4904},{"level":451},[4905],{"text":4906,"type":336,"marks":4907},"Implement the Right Tooling",[4908],{"type":425},{"type":331,"content":4910},[4911,4913,4917],{"text":4912,"type":336},"Good tooling can help you to better understand every part of your regulatory environment. Software can help you keep track of everything, from data streams and dashboards to upcoming events and compliance requirements, including automated ",{"text":1871,"type":336,"marks":4914},[4915],{"type":439,"attrs":4916},{"href":1875,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":4918,"type":336}," to find new upcoming regulatory changes. Depending on what you’re using, that may include automated alerts to inform stakeholders to start processes on time, progress tracking metrics including alerts when you’re behind schedule, and work management tooling to align teams and projects even across departments and branches.",{"type":449,"attrs":4920,"content":4921},{"level":451},[4922],{"text":4923,"type":336,"marks":4924},"Building a regulatory team",[4925],{"type":425},{"type":331,"content":4927},[4928],{"text":4929,"type":336},"No tool is a replacement for good processes and good people. That means ensuring you have a baseline of good strategy in place before adopting the tooling and that necessitates having an office or team set up specifically for regulatory compliance. This becomes more pressing as the rate of new regulation accelerates, where you’ll increasingly need people to coordinate projects and compliance across the business, even as new regulation overlaps and contradicts.",{"type":331,"content":4931},[4932],{"text":4933,"type":336},"Most often, this team must be multi-disciplinary, because you’ll need a mix of legal input to interpret law, business input to translate that to business activities, and finance. You’ll also want defined processes and defined roles with clear responsibilities and oversight from day one, so that those teams can provide value.",{"type":331,"content":4935},[4936],{"text":4937,"type":336},"Assigning a team specifically to regulatory compliance means you have people who can collect and follow the data you need. You’ll have people to coordinate cross-team or multi-department regulations, to coordinate and prioritize regulations when more than one regulation affects a team or branch at the same time, and to take on high priority work.",{"type":449,"attrs":4939,"content":4940},{"level":451},[4941],{"text":4942,"type":336,"marks":4943},"Aligning People and Technology",[4944],{"type":425},{"type":331,"content":4946},[4947],{"text":4948,"type":336},"Tooling can help you to create more efficient processes, ensuring you get alerts for regulations, sometimes even when they’re in the consultation phase. Yet, you need good teams and people to interpret regulation, to translate legal requirements into business requirements, and to align both with actual work being completed. Building cross-disciplinary teams helps you to align business, finance, and legal needs into a single team, but you’ll still have to translate compliance needs to business actions and compliance data back to ensure that it meets legal needs. Most importantly, your team has to be diverse, because the people capable of identifying legal needs are rarely the people comfortable with ensuring teams. Here, you should focus on identifying needed change based on compliance and law, prepare for that change by creating strategy and communicating business needs, assess the impact of change, and then use that data to build a regulatory roadmap with deadlines and milestones.",{"type":331,"content":4950},[4951],{"text":4952,"type":336},"With a regulatory compliance team in place, you should be able to map out all upcoming compliance and regulatory requirements, so that affected departments always know what’s coming. Once you have those frameworks in place, you need ongoing communication to ensure teams stay aligned, to prevent siloes from forming, and to ensure work stays on track, and tooling will do a lot to help you there.",{"type":449,"attrs":4954,"content":4955},{"level":451},[4956],{"text":4957,"type":336,"marks":4958},"Implementing Change",[4959],{"type":425},{"type":331,"content":4961},[4962],{"text":4963,"type":336},"Implementing planned change normally means shifting responsibility to the business side, while the legal and compliance team is consulted to ensure work stays within compliance requirements. That includes updating those requirements as legislators and regulators change the law or add new guidelines.",{"type":331,"content":4965},[4966],{"text":4967,"type":336},"That’s normally achievable, providing you have people in place to track those changes, because regulatory changes most often take years to go into effect. They’re updated during the 2-3-year gap based on assessments, input, and as regulators learn more about the problems they’re trying to solve. So, while there are large lead times, it’s important to continue to communicate with the regulatory compliance team and to update the strategy as necessary.",{"type":331,"content":4969},[4970],{"text":4971,"type":336},"Once you have a good team in place, the next step is to invest in selecting good tooling to assist with decision-making. Ace+ Company’s RegTech arm, ACT can provide a solution here with dashboards and data analysis if you still need tooling, including software to help you bridge gaps between interpreting regulation and implementing it.",{"type":331,"content":4973},[4974,4976,4980],{"text":4975,"type":336},"Ace can help in setting up best-practice processes as well, with our 7-Step Lifecycle to assist and aid ",{"text":3967,"type":336,"marks":4977},[4978],{"type":439,"attrs":4979},{"href":441,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":4981,"type":336},", we can help you to initiate and set up a regulatory office or team in the business, and we can help you to set up the coordination for the regulatory activities within your business.","2023-03-08 16:34:55",{},{"name":3561,"created_at":3573,"published_at":3574,"updated_at":3575,"id":3576,"uuid":3577,"content":4985,"slug":3632,"full_slug":3633,"sort_by_date":328,"position":619,"tag_list":5020,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":3635,"first_published_at":3636,"release_id":328,"lang":372,"path":328,"alternates":5021,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},{"bio":4986,"_uid":3597,"name":3561,"role":3598,"email":3599,"facts":5000,"phone":3625,"photo":5019,"quote":3629,"linkedin":3630,"component":605,"quote_source":3631},{"type":326,"content":4987},[4988,4991,4994,4997],{"type":331,"content":4989},[4990],{"text":3584,"type":336},{"type":331,"content":4992},[4993],{"text":3588,"type":336},{"type":331,"content":4995},[4996],{"text":3592,"type":336},{"type":331,"content":4998},[4999],{"text":3596,"type":336},[5001,5007,5013],{"_uid":3602,"label":1145,"value":5002,"component":943},{"type":326,"content":5003},[5004],{"type":331,"content":5005},[5006],{"text":3608,"type":336},{"_uid":3610,"label":946,"value":5008,"component":943},{"type":326,"content":5009},[5010],{"type":331,"content":5011},[5012],{"text":3616,"type":336},{"_uid":3618,"label":955,"value":5014,"component":943},{"type":326,"content":5015},[5016],{"type":331,"content":5017},[5018],{"text":3624,"type":336},{"id":3627,"alt":3561,"name":9,"focus":9,"title":9,"filename":3628,"copyright":9,"fieldtype":322},[],[],"Today’s financial regulatory environment is complex and often fast-paced. Before Basel II started making regulations more comprehensive, most financial organizations could expect to implement one new regulation at a…","https:\u002F\u002Facecompany.nl\u002Fblog\u002Fregulatory-change-management\u002Fbest-practices-for-change-management-in-regulatory-compliance\u002F","best-practices-for-change-management-in-regulatory-compliance","news\u002Fbest-practices-for-change-management-in-regulatory-compliance",-230,[],"53e740c3-2d5b-4516-ae01-b65f0083a636","2026-08-05T09:29:18.281Z",[],{"name":5032,"created_at":5033,"published_at":5034,"updated_at":5035,"id":5036,"uuid":5037,"content":5038,"slug":5145,"full_slug":5146,"sort_by_date":328,"position":608,"tag_list":5147,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":5148,"first_published_at":5149,"release_id":328,"lang":372,"path":328,"alternates":5150,"default_full_slug":328,"translated_slugs":328},"How can Banks Build ESG Capabilities Internally?","2026-08-05T09:29:18.888Z","2026-09-02T13:23:44.444Z","2026-09-02T13:23:44.457Z",205752561240335,"7280db33-5fb9-4184-a42b-93a83330c49d",{"_uid":5039,"body":5040,"date":5103,"kind":576,"image":5104,"title":5032,"topic":190,"author":5105,"summary":5143,"component":615,"source_url":5144},"2d5e310b-0e80-4264-b104-ff5842d61de8",{"type":326,"content":5041},[5042,5046,5050,5057,5061,5068,5072,5076,5083,5087,5091,5095,5099],{"type":331,"content":5043},[5044],{"text":5045,"type":336},"As the ECB shifts focus towards its climate change risks and sustainable finance, it becomes more pressing for banks to make the necessary changes to show compliance not just in 3-5 years but also now. While many banks are struggling to make necessary changes and to meet ECB supervisory expectations for ESG risks, that’s understandable considering ESG regulations are relatively new, with everyone in the same place of building this infrastructure for the first time.",{"type":331,"content":5047},[5048],{"text":5049,"type":336},"Therefore, the first step building internal ESG capabilities is normally to make sure that you understand the strategy. Any new implementation has to be top driven, with senior management to champion and lead the way.",{"type":449,"attrs":5051,"content":5052},{"level":451},[5053],{"text":5054,"type":336,"marks":5055},"Start and participate in discussions with regulators",[5056],{"type":425},{"type":331,"content":5058},[5059],{"text":5060,"type":336},"While many of the expectations around ESG are poorly defined, you can start to close those gaps by starting discussions with regulators. Bank executives must talk to regulatory authorities to proactively develop standards and identify solutions, which will allow you to set clear goals to work towards from a practical level. Similarly, working together with other financial organizations to share knowledge,",{"type":449,"attrs":5062,"content":5063},{"level":451},[5064],{"text":5065,"type":336,"marks":5066},"Get senior management onboard",[5067],{"type":425},{"type":331,"content":5069},[5070],{"text":5071,"type":336},"Senior management already actively engages with peers and regulatory authorities for many aspects of regulatory compliance. Yet, they rarely do so for ESG. Often, this ties into the fact that ESG strategies may be poorly mapped to the business plan. Additionally, the organization may only have limited awareness of what ESG requirements actually are, with everything offloaded to a single team or department. That can be a mistake. Bringing ESG strategy into the business model requires senior management to participate but often senior management won’t be interested until they see direct business impacts. That becomes sort of a chicken and egg problem, in which you have to get started to see anything happen at all.",{"type":331,"content":5073},[5074],{"text":5075,"type":336},"For this reason, banks should take steps to assess the business model and to map relevant ESG aspects to every part of it. If you can clearly align ESG compliance with the business model, you can more easily get senior management and board members to champion solutions and to build awareness of ESG practices. Similarly, if you can map ESG practices and strategy to the business model, you can better map the ESG strategy to the organization’s work processes and teams.",{"type":449,"attrs":5077,"content":5078},{"level":451},[5079],{"text":5080,"type":336,"marks":5081},"Establish communication channels",[5082],{"type":425},{"type":331,"content":5084},[5085],{"text":5086,"type":336},"ESG strategies have to be integrated into the business, into how teams work, into how decisions are made, and weighed as part of risks associated with every client. That means working to build awareness and responsibilities throughout teams. That should include cross-organizational communication relating to dependencies, needs, and\u002For synergies based on where and how different teams communicate.",{"type":331,"content":5088},[5089],{"text":5090,"type":336},"Adopting this in practice might involve using a program approach to ESG, where everyone has roles to fill. It might also include adopting sustainability champions, where every team or department has people to champion and ensure ESG is present in the decision-making.",{"type":331,"content":5092},[5093],{"text":5094,"type":336},"That should also include aligning ESG strategy with regulatory requirements and expectations. Ideally, regulatory requirements can be leveraged to strengthen the ESG strategy, but that requires maintaining open communication, keeping those channels open, and making adjustments as things change.",{"type":331,"content":5096},[5097],{"text":5098,"type":336},"Having a robust ESG strategy in place, mapping it to the organization’s business strategy, and ensuring that strategy is aligned with teams and how people actually work is crucial to the success of that strategy.",{"type":331,"content":5100},[5101],{"text":5102,"type":336},"If you’d like to further explore strategies for your bank, contact us to schedule a cup of coffee, the team at Ace is happy to help.","2023-02-21 09:53:33",{},{"name":3561,"created_at":3573,"published_at":3574,"updated_at":3575,"id":3576,"uuid":3577,"content":5106,"slug":3632,"full_slug":3633,"sort_by_date":328,"position":619,"tag_list":5141,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":3635,"first_published_at":3636,"release_id":328,"lang":372,"path":328,"alternates":5142,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},{"bio":5107,"_uid":3597,"name":3561,"role":3598,"email":3599,"facts":5121,"phone":3625,"photo":5140,"quote":3629,"linkedin":3630,"component":605,"quote_source":3631},{"type":326,"content":5108},[5109,5112,5115,5118],{"type":331,"content":5110},[5111],{"text":3584,"type":336},{"type":331,"content":5113},[5114],{"text":3588,"type":336},{"type":331,"content":5116},[5117],{"text":3592,"type":336},{"type":331,"content":5119},[5120],{"text":3596,"type":336},[5122,5128,5134],{"_uid":3602,"label":1145,"value":5123,"component":943},{"type":326,"content":5124},[5125],{"type":331,"content":5126},[5127],{"text":3608,"type":336},{"_uid":3610,"label":946,"value":5129,"component":943},{"type":326,"content":5130},[5131],{"type":331,"content":5132},[5133],{"text":3616,"type":336},{"_uid":3618,"label":955,"value":5135,"component":943},{"type":326,"content":5136},[5137],{"type":331,"content":5138},[5139],{"text":3624,"type":336},{"id":3627,"alt":3561,"name":9,"focus":9,"title":9,"filename":3628,"copyright":9,"fieldtype":322},[],[],"As the ECB shifts focus towards its climate change risks and sustainable finance, it becomes more pressing for banks to make the necessary changes to show compliance not just in 3-5 years but also now. While many banks…","https:\u002F\u002Facecompany.nl\u002Fblog\u002Fsustainable-finance\u002Fhow-can-banks-build-esg-capabilities-internally\u002F","how-can-banks-build-esg-capabilities-internally","news\u002Fhow-can-banks-build-esg-capabilities-internally",[],"7eca41a1-5dec-4337-9281-a6d27c4d9460","2026-08-05T09:29:18.937Z",[],{"name":5152,"created_at":5153,"published_at":5154,"updated_at":5155,"id":5156,"uuid":5157,"content":5158,"slug":5347,"full_slug":5348,"sort_by_date":328,"position":5349,"tag_list":5350,"is_startpage":26,"parent_id":377,"meta_data":328,"group_id":5351,"first_published_at":5352,"release_id":328,"lang":372,"path":328,"alternates":5353,"default_full_slug":328,"translated_slugs":328},"Building Internal Resources to Meet ESG Obligations","2026-08-05T09:29:19.562Z","2026-09-02T13:37:55.756Z","2026-09-02T13:37:55.803Z",205752564013428,"70565d21-9665-4fb4-8036-3ff935372a6d",{"_uid":5159,"body":5160,"date":5305,"kind":576,"image":5306,"title":5152,"topic":190,"author":5307,"summary":5345,"component":615,"source_url":5346},"7268f25d-5d9f-4bc4-b0b6-aa05cf314aee",{"type":326,"content":5161},[5162,5180,5184,5191,5195,5199,5206,5210,5232,5236,5240,5247,5251,5255,5259,5263,5267,5271,5275,5279,5283,5291],{"type":331,"content":5163},[5164,5166,5171,5173,5178],{"text":5165,"type":336},"As meeting ",{"text":5167,"type":336,"marks":5168},"ESG requirements",[5169],{"type":439,"attrs":5170},{"href":809,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":5172,"type":336}," becomes more pressing, ",{"text":5174,"type":336,"marks":5175},"banking organizations",[5176],{"type":439,"attrs":5177},{"href":1239,"uuid":328,"anchor":328,"target":442,"linktype":12},{"text":5179,"type":336}," are more and more facing shortages of resources, whether internal knowledge, people, or data. Those shortages make sense, as the combination of expertise needed, risk management and ESG, is a new demand. Many banks are now struggling to find the right people, to leverage resources they already have, and even to find the data that shows a clear path to where they need to be.",{"type":331,"content":5181},[5182],{"text":5183,"type":336},"Yet, with clear requirements to report, document, and integrate ESG into the business framework, you need to start taking steps, and the sooner the better as you may have already missed a regulatory deadline.",{"type":449,"attrs":5185,"content":5186},{"level":451},[5187],{"text":5188,"type":336,"marks":5189},"Top-down implementation",[5190],{"type":425},{"type":331,"content":5192},[5193],{"text":5194,"type":336},"ESG programs are often pet projects of risk and compliance officers, run by a single ESG expert, or otherwise cut off from the rest of the business. That’s at odds with the goal of truly implementing ESG into the bank.",{"type":331,"content":5196},[5197],{"text":5198,"type":336},"Instead, both the WWF and the EU recommend moving ESG programs into the hands of executive boards members. This shift ensures that ESG is brought into the business, into longer term strategy and goals, and that environmental and sustainability factors can filter down through the business, rather than being pushed from a central point in the organization.",{"type":449,"attrs":5200,"content":5201},{"level":451},[5202],{"text":5203,"type":336,"marks":5204},"Recognizing skills gaps",[5205],{"type":425},{"type":331,"content":5207},[5208],{"text":5209,"type":336},"When it comes to building new capabilities, it’s fair to recognize that you need new knowledge and new ways of thinking. Some of that can be remediated by delivering internal training. On the other hand, it will also almost always mean resourcing to hire new people. Leadership teams and relevant managers can take steps to acknowledge gaps and determine the best way to fill those gaps.",{"type":1073,"content":5211},[5212,5222],{"type":1076,"content":5213},[5214,5218],{"type":331,"content":5215},[5216],{"text":5217,"type":336},"Training ",{"type":331,"content":5219},[5220],{"text":5221,"type":336},"Significant training programs already exist to help banks bring internal people up to speed on the framework, EU taxonomy, the regulatory perspective, and fit into overall strategy. Moving key people into this type of training can speed up processes, while ensuring that people with risk management expertise get the chance to build ESG expertise. Those sessions are available in offline, online, and hybrid formats, giving most plenty of opportunity to simply fit training into schedules as part of work",{"type":1076,"content":5223},[5224,5228],{"type":331,"content":5225},[5226],{"text":5227,"type":336},"Internalizing Skills",{"type":331,"content":5229},[5230],{"text":5231,"type":336}," Working with external experts and consultants is another important way to ensure that knowledge comes into the company and is thoroughly shared. Here, it’s important to ensure that key ESG people work with those consultants, shadow them, and learn from them, so that knowledge is internalized",{"type":331,"content":5233},[5234],{"text":5235,"type":336},"Finally, it’s not enough to ensure that skills come into the organization, people need the opportunity to reinforce, build-on, and apply those skills. That means having budgeting, having access to decision-making, and being able to collect and build on the data needed to make those decisions.",{"type":331,"content":5237},[5238],{"text":5239,"type":336},"Most importantly, once knowledge is in the organization, it’s important to keep spreading it. That may mean mentoring, coaching, hosting Q&A sessions or workshops, etc., but it should be done to ensure that ESG knowledge doesn’t remain static in a single team or in a few people.",{"type":449,"attrs":5241,"content":5242},{"level":451},[5243],{"text":5244,"type":336,"marks":5245},"Building (cross-functional) teams",[5246],{"type":425},{"type":331,"content":5248},[5249],{"text":5250,"type":336},"The eventual goal for most banks should be to have ESG experts working as part of cross-functional teams, throughout the business. Environmental and governance factors should touch every investment, every client portfolio, every business directional change. At the same time, most banks don’t have the resources or the people to achieve that. Further, establishing ESG experts as standalone inside of other teams could effectively hobble those people if they don’t have the means to communicate with each other.",{"type":331,"content":5252},[5253],{"text":5254,"type":336},"Why? There’s not enough knowledge or data on ESG to make decisions. Most of the strategies and knowledge being built are being built for the first time. It’s easier to do that in a dense knowledge environment, where an ESG department or team can share knowledge, build off of each other, and invest all resources into building that knowledge.",{"type":331,"content":5256},[5257],{"text":5258,"type":336},"That’s what many banks are doing today, mostly as a sort of intermediate step between the siloed and single-person teams we’re trying to get away from and the goal of a fully integrated framework. Of course, an ESG department or team also doesn’t have to be a silo.",{"type":331,"content":5260},[5261],{"text":5262,"type":336},"For example, in software development, cross-functional teams are more-often creating feedback loops between customer needs and development, often by building teams where customer service and quality assurance spend a few days a week in a dev team, sharing insight, knowledge, and helping to build and steer processes and direction. Financial organizations could start to take this as a sort of intermediate step, building cross-functional teams to bridge the need for a dense, knowledge-building environment and the need to filter that knowledge into the organization as a whole.",{"type":331,"content":5264},[5265],{"text":5266,"type":336},"ESG must be embedded in the business strategy in order to be effective. That means implementing from the top down, ensuring it has priority with leadership, and that there’s a significant focus on building those skills. Here, banks should focus on training people, ensuring sufficient knowledge and understanding of ESG exists, and that teams are engaged with the topic. That also means having a strategy, not just around implementing ESG but also around resourcing for it, which should include outsourcing specialist skills such as due diligence and strategy review, internalizing skills, and creating hiring and training programs to fill gaps.",{"type":331,"content":5268},[5269],{"text":5270,"type":336},"Eventually, this will help to strengthen the overall company strategy, to ensure compliance, and to motivate internal people. If done right, you’ll also build a reputation as a responsible business, which will attract talent, investors, and the market, meaning that your ESG programs will pay off.",{"type":331,"content":5272},[5273],{"text":5274,"type":336},"If you’d like to discuss more about resourcing for ESG capabilities, get in touch. The team at ACE is happy to help.",{"type":331,"content":5276},[5277],{"text":5278,"type":336},"Thanks for reading",{"type":331,"content":5280},[5281],{"text":5282,"type":336},"Team ACE",{"type":331,"content":5284},[5285,5289],{"text":5286,"type":336,"marks":5287},"Resources",[5288],{"type":425},{"text":5290,"type":336},":",{"type":1073,"content":5292},[5293,5299],{"type":1076,"content":5294},[5295],{"type":331,"content":5296},[5297],{"text":5298,"type":336},"WWF Report 2014",{"type":1076,"content":5300},[5301],{"type":331,"content":5302},[5303],{"text":5304,"type":336},"GlobalCapital: HSBC AM revamps responsible investment team","2023-02-01 12:43:29",{},{"name":3561,"created_at":3573,"published_at":3574,"updated_at":3575,"id":3576,"uuid":3577,"content":5308,"slug":3632,"full_slug":3633,"sort_by_date":328,"position":619,"tag_list":5343,"is_startpage":26,"parent_id":610,"meta_data":328,"group_id":3635,"first_published_at":3636,"release_id":328,"lang":372,"path":328,"alternates":5344,"default_full_slug":328,"translated_slugs":328,"_stopResolving":90},{"bio":5309,"_uid":3597,"name":3561,"role":3598,"email":3599,"facts":5323,"phone":3625,"photo":5342,"quote":3629,"linkedin":3630,"component":605,"quote_source":3631},{"type":326,"content":5310},[5311,5314,5317,5320],{"type":331,"content":5312},[5313],{"text":3584,"type":336},{"type":331,"content":5315},[5316],{"text":3588,"type":336},{"type":331,"content":5318},[5319],{"text":3592,"type":336},{"type":331,"content":5321},[5322],{"text":3596,"type":336},[5324,5330,5336],{"_uid":3602,"label":1145,"value":5325,"component":943},{"type":326,"content":5326},[5327],{"type":331,"content":5328},[5329],{"text":3608,"type":336},{"_uid":3610,"label":946,"value":5331,"component":943},{"type":326,"content":5332},[5333],{"type":331,"content":5334},[5335],{"text":3616,"type":336},{"_uid":3618,"label":955,"value":5337,"component":943},{"type":326,"content":5338},[5339],{"type":331,"content":5340},[5341],{"text":3624,"type":336},{"id":3627,"alt":3561,"name":9,"focus":9,"title":9,"filename":3628,"copyright":9,"fieldtype":322},[],[],"As meeting ESG requirements becomes more pressing, banking organizations are more and more facing shortages of resources, whether internal knowledge, people, or data. Those shortages make sense, as the combination of…","https:\u002F\u002Facecompany.nl\u002Fblog\u002Fsustainable-finance\u002Fbuilding-internal-resources-to-meet-esg-obligations\u002F","building-internal-resources-to-meet-esg-obligations","news\u002Fbuilding-internal-resources-to-meet-esg-obligations",-250,[],"a63ad158-0ff3-493e-a632-9ec75ef9abca","2026-08-05T09:29:19.629Z",[],1788531117015]