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Active ACADEMY 4. Risk Yönetimi Zirvesi 25 Şubat 2010 Perşembe
Active ACADEMY 4. Risk Yönetimi Zirvesi 25 Şubat 2010 Perşembe
Active ACADEMY 4. Risk Yönetimi Zirvesi 25 Şubat 2010 Perşembe
Active ACADEMY 4. Risk Yönetimi Zirvesi 25 Şubat 2010 Perşembe
Active ACADEMY 4. Risk Yönetimi Zirvesi 25 Şubat 2010 Perşembe
Active ACADEMY 4. Risk Yönetimi Zirvesi 25 Şubat 2010 Perşembe
Active ACADEMY 4. Risk Yönetimi Zirvesi 25 Şubat 2010 Perşembe
Active ACADEMY 4. Risk Yönetimi Zirvesi 25 Şubat 2010 Perşembe
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Active ACADEMY 4. Risk Yönetimi Zirvesi 25 Şubat 2010 Perşembe

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Active ACADEMY 4. Risk Yönetimi Zirvesi 25 Şubat 2010 Perşembe günü İstanbul SwissOtel'de gerçekleştirilecek. …

Active ACADEMY 4. Risk Yönetimi Zirvesi 25 Şubat 2010 Perşembe günü İstanbul SwissOtel'de gerçekleştirilecek.



Kriz sonrası risk yönetimi planlarının ele alınacağı Zirve'de, ekonomi ve finans sektörünün yanısıra, siyasi istikrar ve bölgesel açıdan da risk analizi yapılacak.



Türkiye ekonomisi, küresel krize bağlı olarak 2009'un ilk çeyreğindeki rekor seviyedeki daralmadan sonra ılımlı bir toparlanma sürecine girdi. Bu süreçte Türkiye'nin risk haritasının çıkarılması, hem kriz öncesi risklerin minimize edilebilmesi hem de sürdürülebilir büyümenin sağlanması açısından önem arz ediyor. Özellikle de, Türkiye ekonomisi 2001 krizinden edindiği deneyim ve akabinde kazandığı risk yönetim kabiliyeti ile gelişmekte olan Avrupa ülkelerinden ayrışma sinyalleri içerirken, bu risk haritasının iyi analiz edilmesi oldukça önemli...



İçinde bulunduğumuz dönemde, küresel önlem arayışı ile ekonomiler toparlanırken, G-20 kararları çerçevesinde yeni düzenlemeler tartışılıyor. Her ne kadar risk yönetimiyle dünyaya örnek teşkil edebilecek bir ülke olsa da, G-20'nin bir üyesi olarak Türkiye de önümüzdeki dönemlerde yeni düzenlemeler ile karşı karşıya kalacak. Bu aşamada Türkiye'de reel sektörün ve finans sektörünün risk ajandasını olası yeni düzenlemelere göre hazırlaması mevcut avantajlarını artıracaktır.

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  • 1. Risk Summit“Market trends: The evolving role of a CRO”
    Thierry Nicault
    Business User & Solution Sales
    EMEA, Cluster Emerging
    Istanbul, February 25, 2010
  • 2. 87% of risks are not financial
    Head of
    Risk Management
    Legal & Compliance
    • Fraud
    • Product liability claims
    • Missed time line for legal changes
    • Embezzlement of parts
    • Safety of goods or products
    Material risk events encountered in the past three years (for enterprises over US$5 billion in revenue)
    Operational
    • Hurricane Katrina
    • Data center outage
    • Delivery risk
    • Blast furnace cold run
    • ERP application crash
    • Plant disaster causing production stoppage
    8%
    13%
    32%
    17%
    17%
    13%
    Strategic
    • Industry consolidation and globalization
    • Error-filled release of software upgrade
    • Change in core product demand
    • Cancellation of major customer contracts
    • Performance standards and service quality
    Environmental/Health
    • West Nile Virus
    • Safety crisis
    • Compliance with environmental standards
    • Food sanitary management problem
    • Climate change
    • Environment pollution
    Political/Geopolitical
    • Change of government – and minority governments
    • Grants and budget changes
    • Constant change of ministers
    • Federal Accountability Act
    • Terrorism
    Financial
    • Currency exchange rates
    • Interest issue and increasing reserves
    • Accuracy of realistic balance sheet reporting
    • Ability to manage cash
    • Non-transparent markets
    • Economic recession
    • Energy and commodity costs
    Source: IBM Global Business Services, The Global CFO Study 2008.
    Enterprise Risk ManagementBusiness Risks Cause Majority of Losses
  • 3. Significant ImpactsAnd significant recovery periods
    Head of
    Risk Management
    Half of the companies require >1 yr toregain lost value, 22% never recover
    Nearly half of the Fortune 1000
    lost >20% of stock value
    50%
    20%
    22%
    28%
    6%
    28%
    22%
    24%
    Recovery Period
    Value Loss
    <= 1 year
    1 to 3 years
    > 3 years
    Not recovered
    0-15%
    15-20%
    20-25%
    >25%
    Source: Deloitte, Disarming the Value Killers, 2005
    Broad market corrections were removed from the study
  • 4. Enterprise Risk ManagementNo Transparency, Suboptimal Decision-Making
    Am I on track toreach my goals?
    Another assessment to fill out?
    What is the statusof our top risks?
    What risks don’t weknow about?
    Will we meet analyst/ market expectations?
    What are our top 10 risks?
    Brainstormone-off response possibilities
    Ask for additional input
    Siloed risk thinking
    Send out MS Excel sheets
    Workshop afterworkshop
    Focus only onnegative risks
    Risk Managers
    Lines of Business
    Management and Executives
    Head of
    Risk Management
  • 5. SAP BusinessObjects Risk Management Dashboard
    © SAP 2008 / Page 5
  • 6. SAP BusinessObjects Global Trade Services
    Secure and streamlined cross-border transactions
    SAP Environment, Health and Safety Mgmt
    Environmental execution and legal compliance
    SAP BusinessObjects Access Control
    Secure SoD and compliant IDM/provisioning
    SAP BusinessObjects Risk Management Aggregated detection of risks and control monitoring across the enterprise
    • Unified, integrated, business-user-focused approach to GRC
    • 7. Automatically monitors risks and controls in heterogeneous IT landscapes
    • 8. SAP has the “gravitational pull” for a global GRC ecosystem
    • 9. SAP solutions for GRC leverage SAP’s leadership in regulated industries
    SAP BusinessObjects Process Control
    Business process controls
    SAP BusinessObjects GRC SolutionsFinancials, Supply Chain, and Environmental GRC
    SoD is Segregation of Duties
    IDM is Identity Management
  • 10. Aligned strategic decision-making across teams
    Optimize operational decisions inside and outside the company
    Strategy
    Unified Information
    Collaborative Decisions
    Business Network Optimization
    Decisions
    Insight
    SAP Provides a Fully Integrated Strategy-to-Execution Offering
    Enterprise PerformanceManagement
    Governance, Risk, and Compliance
    Business Intelligence
    Information Management
    StrategyManagement
    Business Planning
    RiskManagement
    Access Control
    Reporting
    Query, Reporting,and Analysis
    Data Integration
    Data QualityManagement
    Execution
    Dashboards andVisualization
    Search andNavigation
    Profitability andCost Management
    Consolidation
    Process Control
    Global Trade Services
    across multiple transaction systems
    AdvancedAnalytics
    Master DataManagement
    MetadataManagement
    Spend Analytics
    Environment, Health and Safety
  • 11. Thierry NicaultBUSS EMEA,
    Cluster Emerging
    Mobile +33 680 114 833
    thierry.nicault@sap.com
    Thank you!
    © SAP 2008 / Page 8

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