ARTICLE I. NAME, OBJECTIVES, STRUCTURE

Section A. Organizational Name

Legal Name

• The organization is officially registered as "The Global Centre for Risk and Innovation (GCRI)."

Abbreviation

• In all official documents, communications, and references, the organization shall be referred to as GCRI.

Legal Status

• GCRI is registered as a non-profit organization under Canadian law, affirming its status and operational framework within Canada and internationally.

International Recognition

• GCRI is globally recognized for its significant contributions to the fields of risk management and innovation, playing a pivotal role in global discourse and practices in these areas.

Brand Identity

• GCRI is committed to upholding its brand identity in all forms of external engagement, ensuring consistency and recognition in all its undertakings and representations.

Domain Ownership

• GCRI holds exclusive rights to its website and associated domain name(s), ensuring a consistent and secure online presence integral to its identity and operations.

Section B. Objectives and Mission

​​The Global Centre for Risk and Innovation is a place where civicl society meets academia, Industry and the governments for making smarter future decisions. GCRI is a unique and ambitious Centre of excellence for research, education and capacity building in enterprise risk, innovation management and allied disciplines.

As a network of independent researchers, we are focused on the social and cultural issues arising from financial evolution and innovative disruption such as data-centric applications and automated technologies. GCRI hosts debates, conferences, panel discussions and provides media channels along with digital tools so everyone has equal opportunity to participate, learn, and change toward a better society that benefits all. GCRI connects a wide range of institutions and experts through its website and digital innovations.

We aim to become a central hub for economists, financiers, engineers and information technologists to combine their knowledge under the same umbrella and create future capacity building in most sustainable and efficient way possible.

To provide frameworks that can help society address emergent tensions. GCRI is committed to identifying thorny issues at the intersection of technology and society, providing and encouraging research that can ground informed, evidence-based public debates, and building a network of researchers and practitioners who can anticipate issues and offer insight and direction. Our mission is to contribute to Canada’s aspirations of an innovation driven, knowledge-led economy through the promotion of excellent opportunities, education, research and professional development in risk and Innovation management. We empower individuals and organisations to translate the resulting intellectual power into tangible benefits. Objectives:

1. Development of the Nexus as Civic Infrastructure

GCRI and its Nexus Paradigm, characterized by an advanced technology-driven approach, operate as a civic infrastructure for Bioregional Collective Intelligence. This infrastructure acts as a global focal point for the Quintuple Helix (QH) coordination of global risks, encompassing interdisciplinary collaboration, innovation in risk management, global resilience building, and sustainable development.

• The Nexus, with its advanced ecosystem, universe, observatory, and mechanisms empowers research and development in its software (NexQ) and hardware (NexCore) divisions, forms the backbone of this civic infrastructure.

• Facilitates the development and management of a global data economy, contributing to GCRI’s mission.

2. Bioregional Collective Intelligence

GCRI, through its Nexus Paradigm, establishes a sophisticated model that intertwines technological innovation with a strong focus on community empowerment, global resilience, and interdisciplinary collaboration. The organization’s commitment to integrating a wide array of perspectives, including indigenous and local knowledge, ensures that its solutions are comprehensive, sustainable, and globally applicable. Nexus approach positions GCRI as a leader in global risk mitigation and sustainable innovation, contributing significantly to the global community’s efforts to address and adapt to complex challenges.

• Emphasizes a bioregional approach, respecting the natural and cultural characteristics of different regions.

• Integrates this focus into the Nexus Paradigm, ensuring solutions are globally informed yet locally adapted.

3. Interdisciplinary Collaboration

GCRI is dedicated to fostering quintuple helix (QH) partnerships across various sectors including academia, industry, government, and civil society to collaboratively address global risks and challenges.

• GCRI fosters collaborative partnerships across academia, industry, government, civil society, and the environment.

• These partnerships facilitate comprehensive solutions to global risks, leveraging the strengths of each sector.

4. Innovation in Risk Management

GCRI prioritizes the development and advancement of innovative solutions and strategies for effective global risk mitigation.

• Focuses on developing cutting-edge solutions and strategies for effective global risk mitigation.

• Utilizes the Nexus Paradigm to harness technological advancements in quantum data, hybrid cloud computation, and AI/ML.

5. Global Resilience Building

GCRI focuses on building and enhancing global resilience against a broad spectrum of risks, ensuring prepared communities and sustainable systems.

• GCRI emphasizes enhancing global resilience against various risks, ensuring prepared communities and sustainable systems.

• Develops robust emergency management frameworks and advanced risk analytics.

6. Sustainable Development Goals (SDGs)

The objectives and activities of GCRI are aligned with the United Nations Sustainable Development Goals, contributing to a sustainable and equitable global future.

• GCRI’s objectives and activities align with the United Nations Sustainable Development Goals.

• Prioritizes sustainable and ethical innovation, targeting a balance between technological advancement and ecological considerations.

7. Community Empowerment

A key mission of GCRI is to empower communities through technology, knowledge, resources, and tools for proactive and informed risk management.

• Empowers communities with technology, resources, and tools for informed risk management.

• Harnesses Bioregional Collective Intelligence, integrating local knowledge with global insights.

8. Educational Outreach

GCRI actively facilitates educational programs and initiatives focused on risk management and innovation, aimed at a diverse range of audiences including professionals, students, and the general public.

• Facilitates educational programs on risk management and innovation for various audiences.

• Includes initiatives like Nexus Academy, offering advanced educational resources within the Nexus Paradigm.

9. Research and Development

Supporting and engaging in research and development activities in the field of risk mitigation technologies and methodologies is a cornerstone of GCRI’s mission.

• Supports R&D in risk mitigation technologies and methodologies.

• Focuses on leveraging collective intelligence augmented by AI and IoT technologies.

10. Policy Advocacy

GCRI is committed to advocating for and influencing policies at various levels that support and align with GCRI's mission and goals, particularly in areas of risk and innovation.

• Advocates for policies that support GCRI's mission and goals, especially in risk and innovation.

• Engages in policy dialogues at high levels, including UNECOSOC and Worldbank/IMF.

11. Public Awareness Campaigns

GCRI runs targeted campaigns to raise awareness about global risks and the importance of innovation and proactive measures in risk management.

• Conducts campaigns to raise awareness about global risks and proactive risk management.

• Utilizes various platforms and strategies to reach a broad audience.

12. Strategic Alliances

Forming and nurturing strategic alliances with key stakeholders and organizations is an essential part of GCRI’s strategy to amplify its impact and reach in fulfilling its mission.

• Forms strategic alliances with key stakeholders in global govrnance to amplify impact and reach.

• Participates in global discussions and initiatives, like those with the World Bank/IMF and UN agencies.

Section C. Leadership Structure

Board of Trustees

Composition of the Board

• The Board of Trustees ("the Board") shall consist of individuals from diverse professional backgrounds, including but not limited to the fields of risk management, technology, sustainability, and global governance.

• Founders and leaders of GCRI who have demonstrated a commitment to the organization for a period exceeding ten (10) years shall be granted automatic eligibility for membership on the Board.

• Representatives from GCRI's specialized leadership boards, including but not limited to Industry, Academic, Engineering, Legacy, and Strategic Leadership Boards, shall be included in the Board to ensure representation of a broad spectrum of expertise and perspectives.

Roles and Responsibilities

• The Board shall exercise strategic oversight over the entirety of GCRI’s operations, ensuring adherence to its mission and objectives.

• The Board shall be responsible for the development, review, and approval of policies governing the organization’s operational, research, financial, and ethical standards.

• The Board shall maintain fiduciary oversight of GCRI’s financial affairs, including but not limited to budgeting, financial planning, and ethical fund allocation.

• The Board shall ensure compliance with international standards and best practices in non-profit governance and operations.

• Regular evaluations of GCRI's performance in relation to its strategic goals and objectives shall be conducted by the Board.

Meetings and Decision-Making

• The Board shall convene at regular intervals as prescribed in these bylaws or as deemed necessary by the Board President.

• Decision-making processes shall be democratic and transparent, with each member of the Board accorded an equal vote.

• Decision-making shall be informed by data-driven insights, utilizing GCRI’s Nexus Model of AI integration in governance.

Autonomy and Collaboration

• The Board shall operate autonomously while maintaining a collaborative relationship with GCRI’s Global and Regional Stewardship Boards.

• A structured feedback mechanism shall be in place to ensure that the Board’s decisions are informed by regional and local insights and align with GCRI’s global and regional strategies.

Term of Trustees:

• The standard term length for trustees on the Board shall be two (2) years.

• Notwithstanding the above, founders and leaders who have contributed to GCRI in volunteer capacities for a full tenure of ten (10) years shall be eligible for an extended term on the Board.

Re-election and Appointment:

• Upon the completion of their term, trustees may be considered for re-election or reappointment in accordance with the procedures established in GCRI bylaws.

• The process for re-election or reappointment shall be conducted with due consideration to the individual’s contribution, performance, and commitment to the mission and objectives of GCRI.

Succession Planning:

• Provisions for succession planning shall be duly established and documented in these bylaws.

• Succession planning shall be aimed at ensuring continuity in governance and leadership, preserving institutional memory, and maintaining the effectiveness of the Board.

• Succession decisions shall be made in alignment with the strategic goals of GCRI and the long-term interests of its mission and objectives.

Amendments

• These bylaws may be amended, altered, or repealed by the Board of Trustees by a two-thirds (2/3) majority vote, provided that such amendments do not contravene any applicable legal statutes or regulations governing non-profit organizations.

Global Stewardship Board

Composition:

• The Global Stewardship Board comprises the Presidents and chairs of all Regional Stewardship Boards, each bringing unique regional insights and expertise.

• The board is led by an elected President of GCRI, who acts as the chief executive officer at the global level.

Responsibilities:

• The board's key responsibility is strategic oversight, ensuring that GCRI's mission and vision are consistently applied across all initiatives and regions. It sets overarching goals and evaluates the organization's performance against these objectives.

• It is responsible for formulating and revising global policies that govern GCRI’s operations, aligning them with international standards and ethical practices. These policies cover areas like research direction, financial management, ethical conduct, and global partnerships.

• The board oversees the entire organizational structure, ensuring efficient management, coordination among various entities within GCRI, and adherence to the highest standards of governance.

Election Process:

• The President of GCRI is democratically elected every two years by the Regional Board Presidents, ensuring a leadership that is representative and accountable to the regional entities.

• The process is structured to be transparent and inclusive, allowing each regional president an equal voice in selecting the global leader, fostering a sense of collective ownership and shared responsibility for the organization’s direction.

Regional Stewardship Boards

Composition:

• Regional Stewardship Boards are composed of Regional Board Presidents and key regional leaders, including experts from diverse fields relevant to GCRI's mission in that region.

• The composition reflects the diversity of each region, encompassing various cultural, economic, and environmental backgrounds, and ensuring that regional strategies are informed by a broad spectrum of local perspectives.

Responsibilities:

• These boards are entrusted with adapting GCRI's global strategies to their regional contexts. This involves interpreting global policies and objectives in a way that resonates with regional specifics, ensuring that initiatives are both globally consistent and locally impactful.

• They govern regional operations, overseeing the implementation of strategies, managing regional partnerships, and ensuring that regional activities align with global standards. This includes monitoring regional projects, managing local stakeholders, and ensuring compliance with both regional regulations and global GCRI policies.

Autonomy:

• Regional Stewardship Boards are granted a significant degree of autonomy to make decisions and strategize in ways that best address their unique regional challenges and opportunities.

• This autonomy is balanced with responsibility and accountability to the Global Stewardship Board, maintaining a cohesive and unified approach across GCRI’s global presence. Regular reporting, strategic alignment, and adherence to global standards are mechanisms that ensure this balance between regional autonomy and global coherence.

Specialized Leadership Boards

Each Specialized Leadership Board in GCRI focuses on a distinct area, contributing significantly to the overall strategy and decision-making within their respective domains. Each board within this structure plays a vital role in ensuring that GCRI’s strategies are comprehensive, forward-thinking, and effectively aligned with the organization's overarching goals and values:

Industry Leadership Board

• Bridges GCRI’s initiatives with industrial needs and trends.

• Fosters partnerships and collaborations within various industrial sectors.

• Translates research and innovations into industry-applicable solutions.

Academic Leadership Board

• Sets the direction for GCRI’s research and academic pursuits.

• Develops educational partnerships and collaborative research programs.

• Ensures academic work is aligned with practical global challenges and GCRI’s mission.

Engineering Leadership Board

• Oversees the development and implementation of technology-based solutions.

• Integrates engineering expertise into GCRI’s projects and research.

• Guides the practical application of technological innovations.

Legacy Leadership Board

• Ensures long-term sustainability and ethical integrity in GCRI’s strategies.

• Advocates for and oversees the implementation of environmentally responsible and socially impactful practices.

• Assesses the long-term impact of GCRI’s operations and initiatives.

Strategic Leadership Board

• Identifies emerging global trends, risks, and opportunities.

• Shapes long-term strategic planning for GCRI.

• Ensures GCRI remains agile and proactive in a rapidly evolving global environment.

Management Boards

The Management Boards in GCRI play a crucial role in operational execution and management, consisting of key executive roles. The Management Boards serve as the operational backbone of GCRI at the regional level, bridging the gap between strategic planning and practical implementation, ensuring that the organization’s global vision is effectively realized in regional contexts:

Composition:

• Chief Executive Officer (CEO): Leads the overall strategic direction and operational execution within the region.

• Chief Financial Officer (CFO): Manages financial strategy, planning, and fiscal integrity.

• Chief Operating Officer (COO): Oversees daily operational functions and ensures efficient execution of strategies.

• Chief Technology Officer (CTO): Directs technological strategy and innovation, aligning with GCRI's objectives.

• Other C-suite Positions: Depending on regional needs, may include roles like Chief Risk Officer (CRO), Chief Marketing Officer (CMO), and others.

Responsibilities:

• Operational Execution: Ensures effective implementation of regional strategies as defined by the Regional Stewardship Boards, translating high-level plans into actionable operations.

• Day-to-Day Management: Manages the daily administrative and operational activities within the region, ensuring smooth functioning and coordination of various departments and initiatives.

• Strategic Alignment: Maintains alignment of regional operations with both regional and global objectives of GCRI, ensuring coherence and consistency in the organization’s overall mission.

• Collaboration and Reporting: Works closely with Regional Stewardship Boards and reports to them, ensuring that operations are in line with strategic guidance and policies.

Working Groups

GCRI’s Working Groups operate at the national level, focusing on the implementation of specific initiatives and partnerships. These Working Groups play a critical role in translating GCRI’s strategies into actionable programs and projects at the national level, ensuring that the organization’s objectives are effectively met through localized approaches and stakeholder collaboration:

Composition:

• Composed of national-level committees.

• Each group is led by a Chair who coordinates the group's activities and direction.

• Members typically include experts and representatives from relevant sectors, reflecting the quintuple helix model – government, academia, industry, civil society, and media.

Responsibilities:

• Implementation of Quintuple Helix Partnerships: Actively works to implement partnerships that encompass the quintuple helix framework, ensuring a multi-stakeholder approach in addressing national challenges related to GCRI’s mission.

• Project Execution and Coordination: Responsible for executing projects and initiatives at the national level, aligning with both regional and global strategies of GCRI.

• Collaboration with Management Boards: Maintains close coordination with the respective Regional Management Boards, ensuring that national-level activities are in sync with regional strategies and objectives.

• Stakeholder Engagement: Engages with diverse national stakeholders, fostering collaboration and ensuring that initiatives are inclusive and representative of national interests and needs.

Bioregional Assemblies

Bioregional Assemblies in GCRI are pivotal at the grassroots level, focusing on community engagement and representation. Local Assemblies are instrumental in ensuring that GCRI’s operations are not only globally and regionally aligned but also locally relevant and effective. They foster a bottom-up approach in the governance structure, allowing for a comprehensive and inclusive representation of diverse community perspectives in GCRI’s overall strategy:

Composition:

• Constituted of members from bioregional communities, encompassing a diverse range of local stakeholders.

• Includes representatives from Civil Society Organizations (CSOs) and Non-Governmental Organizations (NGOs) operating within the bioregion.

• Designed to reflect the demographic and cultural diversity of the local communities they represent.

Responsibilities:

• Grassroots Engagement: Actively engages with local communities, ensuring that GCRI’s initiatives are grounded in local realities and needs. This involves organizing community meetings, discussions, and participatory events.

• Local Community Representation: Serves as a voice for local communities within GCRI’s governance structure, ensuring that their perspectives, needs, and concerns are represented and considered in decision-making processes.

• Feedback to Higher Governance Levels: Provides regular feedback to higher governance levels, including the Management and Regional Stewardship Boards. This ensures that local insights contribute to the shaping of strategies and policies at regional and global levels.

• Facilitation of Local Initiatives: Facilitates the implementation of GCRI’s initiatives at the local level, adapting them to fit the specific context and needs of the bioregion.

Operational Model

GCRI’s operational model, termed the Nexus Model, represents a sophisticated integration of human governance and artificial intelligence (AI) systems, creating a dynamic and responsive governance structure. The Nexus Model is a hallmark of GCRI’s innovative approach to governance, blending human intuition and ethical considerations with the capabilities of modern AI. This model ensures that GCRI remains agile, forward-thinking, and effective in addressing complex global challenges:

Human-Machine Governance

Role of Leadership Boards:

• Responsible for strategic and ethical decision-making within GCRI.

• Provide human oversight to ensure that the organization’s values and ethical standards are upheld.

• Their decisions are informed by a combination of human expertise, ethical considerations, and AI-driven insights.

Role of AI Entities:

• Utilized for advanced data analysis and predictive modeling.

• Aid in operational efficiency by processing large volumes of data to inform strategic decisions.

• Support the leadership boards by providing data-driven insights and recommendations.

Cybernetic Feedback Loops

• The Nexus Model incorporates cybernetic feedback loops as a core mechanism.

• These loops facilitate a continuous exchange of information and feedback between human decision-makers and AI systems.

• This mechanism allows for adaptive and responsive governance, where AI-generated insights inform human decisions, and outcomes of these decisions further refine AI analyses.

Operational Synergy

• In this model, decision-making is a collaborative process, combining the nuanced understanding and ethical judgment of human leaders with the analytical power and efficiency of AI.

• The integration ensures that governance is not only data-driven but also grounded in human values and contextual understanding.

• This synergy enhances the effectiveness of the governance process, ensuring that GCRI’s strategies are both innovative and ethically sound.