How Revolut Turned GRC into Culture: The Karma System as a Model for Modern Risk Awareness

When people think of fast-growing fintechs, they tend to picture innovation, agility, and disruption – but rarely governance or compliance. Revolut, the London-based financial platform, has shown that speed and structure can go hand in hand. After years of rapid expansion and growing pains, the company realized that sustainable success requires more than growth alone. Today, Revolut stands as an example of how governance, risk, and compliance (GRC) can become an active part of company culture – and how a system called “Karma” helps employees take shared responsibility for doing the right thing.

Key Takeaways

• Revolut has introduced an internal points system called “Karma,” linking team bonuses to compliance and risk behavior.
• Employees earn points for completing trainings, following internal policies, and reporting risks early.
• The goal is not to punish mistakes but to promote a shared sense of responsibility across teams.
• According to Revolut, the system has improved overall compliance performance by around 25 percent.
• GRC is no longer a control mechanism, but part of everyday behavior and culture.

Why Revolut Changed Its View of GRC

Revolut’s story is one of transformation. The company grew explosively, becoming one of Europe’s best-known fintechs with millions of customers and a presence in dozens of markets. But such speed also brought challenges: high internal pressure, lack of oversight, and compliance issues, particularly around anti–money laundering processes.

Eventually, Revolut decided to rethink its approach. Instead of viewing compliance as an obligation, it began treating it as a business advantage. In 2020, the company launched the “Karma System” – a new way to encourage employees to see risk management and compliance not as tasks imposed from above, but as shared goals that shape everyday work.

How the Karma System Works

The idea is simple but effective. Every department collects points for positive risk and compliance behavior. Completing training, following reporting standards, and identifying issues early all earn points. Failing to meet requirements results in deductions.

These points are tracked in an internal dashboard and influence bonus calculations. However, the focus is on teams rather than individuals. This means employees are motivated to help one another and ensure the whole department performs well. The system creates accountability – but also community.

As one manager at Revolut put it: “It’s not about punishing mistakes. It’s about making good behavior visible – behavior that prevents risks before they turn into problems.”

GRC as Part of Everyday Culture

The Karma System reflects a larger cultural shift inside Revolut. Governance, risk management, and compliance are no longer separate disciplines. They are part of how the company thinks and works.

Governance now means clear responsibilities and transparent decision-making.
Risk management means anticipating problems, not reacting to them.
And compliance means building trust through consistent, ethical action – not paperwork.

By integrating these principles into daily work, Revolut has created a learning organization. Every employee understands that they play a role in managing risk and ensuring accountability.

Lessons for Other Companies

Revolut’s example shows that GRC doesn’t have to slow a business down. Done right, it strengthens it. Here are key takeaways for other organizations:

1. Positive incentives work better than control. When compliance and risk awareness are rewarded, employees engage instead of resist.
2. Team accountability builds stronger cultures. Shared responsibility fosters collaboration instead of fear.
3. Transparency is key. Real-time dashboards and open communication turn compliance into a visible, shared goal.
4. Leadership sets the tone. Culture follows example – GRC must be championed by management, not delegated.

Challenges and Future Outlook

No system is perfect. Some critics argue that linking bonuses to compliance could lead to a “points game” rather than genuine behavioral change. Revolut acknowledges this risk – and emphasizes that the success of Karma depends on leadership, dialogue, and trust.

Still, the initiative shows that compliance can be human, collaborative, and even motivating. When GRC becomes part of company culture, it stops being a box-ticking exercise and starts being a source of stability and trust.

Conclusion

Revolut’s journey from hyper-growth fintech to GRC pioneer illustrates a crucial point: sustainable success comes from balance. The Karma System might sound unconventional, but it works because it treats people as the foundation of governance and risk management.

When employees understand why compliance matters – and feel responsible for it – rules turn into values, and systems turn into culture. In an era of uncertainty, that may be the most valuable form of resilience a company can build.

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FAQ

What is Revolut’s Karma System?
It’s an internal points-based model that tracks how well departments follow risk and compliance rules. Team performance affects individual bonuses indirectly, encouraging collective responsibility.

How much did the system improve performance?
According to Revolut, compliance performance improved by about 25 percent since the system’s launch.

Why is it team-based rather than individual?
To avoid fear or competition. The goal is to encourage cooperation and shared ownership of risk management.

Can other companies use this model?
Yes, but only if it fits their culture. The key is not the points themselves, but creating real awareness and ownership around GRC topics.

How is Revolut’s approach different today?
It focuses more on transparency, proactive risk management, and ethical leadership – moving away from the old “growth at all costs” mindset.